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BUILD BETTER PRODUCTS
HOW TO USE THIS BOOK
Who Should Read This Book?
What Comes with This Book?
CONTENTS
FOREWORD
INTRODUCTION
PART I
Goal
CHAPTER 1
Defining a Better Business Need
Creating a Measurable and Achievable Goal
RUN THE EXERCISE: GOAL CREATION
Why Measurable?
Why Achievable?
Quantifying the Business Need
Defining Your User Lifecycle Funnel
RUN THE EXERCISE: USER LIFECYCLE FUNNEL
STEP 1: Ask the Questions
QUESTION 1: How will you get people to hear about your product or service?
QUESTION 2: How will you help people learn enough about your product and service to know they want to purchase or use it?
QUESTION 3: What is the “aha” moment in someone’s first use of the product?
QUESTION 4: How will you get permission and ability to contact users?
QUESTION 5: How will you make money from this user?
QUESTION 6: What will happen within the first couple weeks to turn early users into long-term, retained users?
STEP 2: Make the Funnel
Why Did You Do That Exercise?
The User Lifecycle Math
The Dangers of Starting from the Business Need
Set Team OKRs
RUN THE EXERCISE: TEAM OKRS
STEP 1: Set the Objective
STEP 2: Generate Key Results
STEP 3: Prioritize
STEP 4: Track Your Progress
PART II
Empathy
CHAPTER 2
Understand Your User Better
Who Is Your User?
Provisional Personas
RUN THE EXERCISE: PROVISIONAL PERSONAS
Give the Prompts
Facts
Problems
Behaviors
Needs and Goals
Pick a Provisional Persona
Why Did You Do That Exercise?
From Provisional to Predictive
Next Steps
Identifying Problem Patterns
RUN THE EXERCISE: IDENTIFYING PROBLEM PATTERNS
STEP 1: Iterative Interviewing
STEP 2: Recording and Synthesizing the Data
A Note About Logistics
Why Did You Do That Exercise?
The User Map
RUN THE EXERCISE: MAKING THE USER MAP
Determine Channels and Influencers
Determine Goals and Purchase Intent
Determine User/Product Fit
Determine Context of Use
Determine Future Use
How Do You Know You’re Right?
Map It!
Why Did You Do That Exercise?
The Dangers of Defining Your User
Stopping at the Provisional Persona
Confirmation Bias
Jumping to Solutions
What You Need to Know About Your Customer
STEP 1: Find Your Heaviest Users
STEP 2: Ask a Single Question
STEP 3: Follow Up with Interviews
What to Do When You Don’t Have the Right Customer
Why This Is So Important
CHAPTER 3
Do Better Research
Picking a Research Topic
RUN THE EXERCISE: PICK A TOPIC
Picking a Research Methodology
RUN THE EXERCISE: PICK A RESEARCH METHODOLOGY
User vs. Product
Generating Ideas vs. Validating Ideas
What vs. Why
Long Term vs. One Time
Putting It All Together
The Most Important Methodologies
Learning About Your Users
Learning About Your Product
The Dangers of Picking Research Methodologies
Surveys Are Hard
Some Methodologies Are Kind of Useless
Why Is It So Effective?
How Do You Do It?
CHAPTER 4
Listen Better
Building Empathy
Listening with a Goal
Never Ask These Questions
Asking the Right Questions When Interviewing
Background Questions
Problem-Finding and Context Questions
Past Intent to Solve/Buy Questions
Storytelling vs. Answering Questions
Interviewing Better
RUN THE EXERCISE: INTERVIEW PRACTICE
Don’t Sell Your Idea
Instead..
Like This
Don’t Ask Yes or No Question
Instead..
Like This
Don’t Lead the Participant
Instead…
Like This
Don’t Make the Participant Imagine
Instead…
Like This
Don’t Help the Participant
Instead…
Like This
Don’t Fail to Follow Up
Instead…
Like This
Don’t Ignore the Results
Instead…
Don’t Talk Too Much
Instead..
The Dangers of Listening
Don’t Believe Everything You Hear
Don’t Forget to Watch
TIP 1: Do It, Document It, Reflect
TIP 2: Learn and Teach
TIP 3: Build Rapport Gradually
TIP 4: Don’t Make It an Inquisition
TIP 5: Understand the Unspoken
PART III
Creation
CHAPTER 5
Have Better Ideas
Where Ideas Should Come From
Where Ideas (Unfortunately) Come From
Management
Investors
Coworkers
Competitors
Design Patterns
Wouldn’t It Be Cool..
Data
A Better Way to Generate Ideas
TIP 1: Only Invite Informed Participants
TIP 2: Start with a Clear Statement of Goals
TIP 3: Free Listing
TIP 4: Dot Vote
User-Defined Tasks
Mapping the Customer Journey
RUN THE EXERCISE: MAPPING THE CUSTOMER JOURNEY
STEP 1: Do the Research
STEP 2: Generate Touchpoints
STEP 3: Arrange in a Timeline
STEP 4: Categorize Your Timeline
STEP 5: Annotate Your Timeline
STEP 6: Save It
Why Did You Do That Exercise?
The Dangers of Idea Generation
Ideas Are Free
Ideas Aren’t Enough
Ideas That Used to Be Bad May Become Good
TIP 1: Create Design Principles from Insights
TIP 2: Write More Effective Design Principles
“It should feel like a conversation.”
“It needs to fit into a shirt pocket.”
“You can wear it during sex.”
TIP 3: Select the Right Collection of Design Principles
Why Bother?
CHAPTER 6
Prioritize Better
What People Do
What Should You Do Instead?
What Normally Gets Prioritized?
What Is Necessary?
Does It Deliver Value to the Company?
Does It Deliver Value to the Customer?
Is There a Better Way to Deliver That Value?
Is the Value Worth the Effort?
The Quick Estimate
RUN THE EXERCISE: QUICK ESTIMATE
STEP 1: Generate Feature Ideas
STEP 2: Combine and Explain
STEP 3: Make the 2x2
STEP 4: Sort and Discuss
STEP 5: Get Rid of Half of It
Alternate Version
Why Did You Do That Exercise?
Finding the Core
RUN THE EXERCISE: FIND THE CORE
STEP 1: Review the Research
STEP 2: Generate Product Requirements
STEP 3: Combine and Explain
STEP 4: Identify the Core of the Product
STEP 5: Identify What’s Next
Why Did You Do That Exercise?
The Dangers of Prioritization
Prioritization Isn’t the Same as a Roadmap
Some Alternatives
Constant Reprioritization Kills
Things People Forget to Prioritize
WORST PRACTICE 1: Prioritizing in a Vacuum
Instead, Try…
WORST PRACTICE 2: Overestimating Potential Impact
Instead, Try…
WORST PRACTICE 3: Keeping It All in Your Head (or Google Docs)
Instead, Try…
CHAPTER 7
Design Better
Starting from Context and Flow
What Is Flow?
What Is Context?
Why Is This Important?
What Happens Next?
RUN THE EXERCISE: FIND WHAT HAPPENS NEXT
Why Did You Do That Exercise?
Matching Inputs and Outputs
RUN THE EXERCISE: MATCH INPUTS AND OUTPUTS
Why Did You Do That Exercise?
You Should Have a Style Guide
What Is a Style Guide?
Make a Style Guide
RUN THE EXERCISE: MAKE A STYLE GUIDE
STEP 1: Document Styles and Interactions
STEP 2: Resolve Conflicts
STEP 3: Share the Information
Why Did You Do That Exercise?
The Pros and Cons of Design Patterns
Why Should You Sketch?
Sketching Interfaces and Interactions
Sketching People in Places
Group Sketching
RUN THE EXERCISE: GROUP SKETCHING
CHAPTER 8
Create Better User Behavior
Encouraging Behavior Change
Don’t Make Your Users Explore
Users Don’t Care About Exploring Your Product
But What About B2B Products?
But . . . but . . . but . . . Games!
What Should You Do Instead?
Making Visitors into Users
Designing Backward
RUN THE EXERCISE: DESIGNING BACKWARD
Draw the Goal
Find the Required
Find the Encouraged
Find the Eventual
Onboard Your User
Why Did You Do That Exercise?
Identifying User Intent
RUN THE EXERCISE: IDENTIFYING USER INTENT
STEP 1: Define Your Desired Metrics
STEP 2: Match Behavior to Desired Metrics
STEP 3: Encourage the Behavior
Why Did You Do That Exercise?
The Dangers of Changing User Behavior
Dark Patterns
STEP 1: Sketch Your End-to-End Customer Journey
Discovery
Onboarding
Habit Building
Mastery
STEP 2: Write Job Stories
Discovery Story
Onboarding Story
Habit Story
Mastery Story
STEP 3: Design the Core Habit-Building Loop
STEP 4: Design the Roadmap in the Right Order
Not Just for Games!
PART IV
Validation
CHAPTER 9
Identify Assumptions Better
Unexamined Assumptions
Types of Assumptions
Problem Assumptions
Solution Assumptions
Implementation Assumptions
Finding Assumptions
RUN THE EXERCISE: FIND ASSUMPTIONS
STEP 1: State Your Assumptions
STEP 2: Share Your Assumptions
STEP 3: Categorize Your Assumptions
STEP 4: Fix Your Assumptions
Why Did You Do That Exercise?
The Riskiest Assumption
Creating a Falsifiable Statement
RUN THE EXERCISE: CREATE A FALSIFIABLE STATEMENT
Why Did You Do That Exercise?
The Dangers of Identifying Assumptions
The Assumption Stack
Truth Changes
TIP 1: Keep Cycle Times Short
TIP 2: Identify What Users Will Forgive
TIP 3: Identify Assumptions Early
TIP 4: Create a Safe Space for Experimentation
TIP 5: Don’t Try to Get Everything Right the First Time
TIP 6: Understand the Different Types of Risk
Value Proposition Risk
Stakeholder Risk
Market Risk
Team Composition Risk
Feedback Loop Risk
CHAPTER 10
Validate Assumptions Better
Some Useful Validation Testing Methods
Landing Pages
What It Is
How to Do It
What It’s Good For
What It Isn’t Good For
Audience Building
What It Is
How to Do It
What It’s Good For
What It Isn’t Good For
Concierge
What It Is
How to Do It
What It’s Good For
What It Isn’t Good For
Wizard of Oz
What It Is
How to Do It
What It’s Good For
What It Isn’t Good For
Fake Door
What It Is
How to Do It
What It’s Good For
What It Isn’t Good For
Pre-Orders
What It Is
How to Do It
What It’s Good For
What It Isn’t Good For
Usability Testing
What It Is
How to Do It
What It’s Good For
What It Isn’t Good For
Analytics and Metrics
What It Is
How to Do It
What It’s Good For
What It Isn’t Good For
Pick a Validation Method
RUN THE EXERCISE: PICK A VALIDATION METHOD
STEP 1: Find Your Test Type
STEP 2: Rewrite Your Hypothesis Statement
Why Did You Do That Exercise?
The Hypothesis Tracker
RUN THE EXERCISE: HYPOTHESIS TRACKER
Why Did You Do That Exercise?
The Dangers of Validating Assumptions
Don’t Forget the Why
Acknowledge and Learn from Failures
You Decide What Matters
The Validation Process
A Good Leap of Faith Assumption
How to Pick the Right Thing
PART V
Measurement
CHAPTER 11
Measure Better
Build Metrics in Early
Types of Metrics
Business Metrics
User Experience and Engineering Metrics
Health Metrics
Leading Metrics
Feature-Specific Metrics
Vanity Metrics
Measure What Matters
Pick a Metric
RUN THE EXERCISE: PICK A METRIC
Why Did You Do That Exercise?
Measurement Methodologies
A/B and Multivariate Testing
Why You Should Use It
What People Get Wrong
Misunderstanding Statistics
Failing to Understand the Why
Only Using It for Optimization
Cohort Analysis
Why You Should Use It
What People Get Wrong
Funnel Analysis
Why You Should Use It
What People Get Wrong
DAU/MAU
Why You Should Use It
What People Get Wrong
X over X
Why You Should Use It
What People Get Wrong
The Dangers of Metrics
Gaming Leading Metrics
Using Metrics for Reporting Only
Bad Data Collection
Giving Up
STEP 1: Understand Your User Segment with See, Think, Do, Care
STEP 2: Build for the Right Audiences
STEP 3: Measure the Right Thing for Each Cluster
STEP 4: Pick the Right Cluster for Your Company
CHAPTER 12
Build a Better Team
Types of Teams
The Problem with Silos
The Problem with Communes
The Problem with Dictators
The Problem with Anarchies
The Solution: A Heist Team
The Right Designer for the Job
The Right PM for the Job
Working Together
What Makes a Good PM?
What Makes a Good Team?
PART VI
Iteration
INDEX. A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
ACKNOWLEDGMENTS
ABOUT THE AUTHOR
A MODERN APPROACH TO BUILDING SUCCESSFUL USER-CENTERED PRODUCTS
Laura Klein
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