Outcomes Are the Success Criteria for Your Hypotheses
Jeff Gothelf
Teaching executives to simplify prioritization and decision-making by putting the customer first.
Ever since we shared the?Lean UX Canvas?teams around the world have used it to kick off initiatives and begin a cross-functional, product discovery journey. Over the years, I’ve clarified various parts of the canvas including?sharing a complete canvas example. Perhaps the most critical box in the entire canvas is Box 2 – Business Outcomes. This is where I’ve shared in previous blog posts:
One thing that continues to come up in?Lean UX workshops?as well as?OKR conversations?is how the outcomes created in Box 2 relate to other parts of the canvas and how best to use them.
Outcomes Are the New Definition of Done
Modern software is built on continuous platforms. These tools allow us to deploy software as fast as we want. Today’s continuous deployment tools
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An outcome is measure of human behavior
Outcomes Help Us Validate Our Hypotheses
In the context of the?Lean UX Canvas, and specifically Box 2, the outcomes we generate during this exercise serve as the success criteria for the hypotheses
Each hypothesis we come up with for solving our user and business problems must have a success metric attached to it in the form of an outcome. In fact, the very first variable in the hypothesis template is where we plug in the outcomes generated in Box 2. “We believe we that?[business outcome]?will be achieved…” is where these metrics belong. Without a clear measure of human behavior we have no clear indication whether our ideas stand a chance for success or not. This is how we know whether we should persevere with our hypothesis, pivot from it or kill it and move on to a new idea. Outcomes provide the objective perspective we need to help us make both prioritisation as well as development and design decisions.
2 Decades of Pioneering Product & User Experience (PX/UX) Servant-Leadership | Product & Design Coach | Distinguished for Architecting Meaningful Outcomes
2 年The Agile manifesto is wrong. Working software is not the primary measure of progress. Lovability is the leading indicator of progress and market viability is the lagging indicator.
SaaS | Cloud & Product Engineering Leader
2 年Victor Fateh
Digital Product Manager, Omnichannel Pharmacy | Agile, Innovative, User-Centric
2 年Catherine C. Cartwright could not be more relevant for us.
Agile Coach sharing insights how to improve as Product Owner or Scrum Master ?? | From Line Manager to Servant Leader with 15+ yrs of continuous learning + hands-on experience in professional services + consulting??
2 年+1 on Cameo Doran. Part of the answer to that might be a need to understand better what all these agile methodologies are supposed to serve, i.e., accelerated learning of what works and what does not rather than just increasing the throughput of a feature factory. Thanks to Jeff Gothelf for being a consistent and reliable reminder of what matters here when I am just about to be drawn into the velocity-only spiral.
Agile Coach bij MSD
2 年Very helpful Jeff! Thanks for sharing ??