In today's hyper-competitive media landscape, the top companies are not those with the fastest technology or the biggest content library but those who consistently offer memorable and engaging experiences for their users. In this workshop, attendees will learn the key concepts and methods of User Experience (UX) and how a combination of design thinking and experience-centered strategy can help brands create and sustain meaningful relationships with their customers.
❤Personal Whatsapp Number 8617697112 Samba Call Girls 💦✅.
User Experience: The Great Differentiator
1. User Experience
The Great Differentiator
Craig
M.
MacDonald,
Ph.D.
Pratt
Institute
September
25,
2015
2. About Me
Full-‐time
assistant
professor
in
the
School
of
Information
&
Library
Science
at
Pratt
Ph.D.
in
Human-‐Computer
Interaction
from
Drexel
University
Developed
and
coordinate
UX
program
at
Pratt
Provide
UX
consulting
for
various
organizations,
from
cultural
heritage
institutions
to
start-‐ups
Craig
M.
MacDonald,
Ph.D.
|
NYC
Media
Lab
Annual
Summit
|
September
25,
2015
2
4. 4
#1
Due
to
issues
of
privacy
and
confidentiality,
case
study
details
have
been
omitted.
5. Key Lessons
Craig
M.
MacDonald,
Ph.D.
|
NYC
Media
Lab
Annual
Summit
|
September
25,
2015
5
If
providing
quality
experiences
isn’t
your
first
priority,
you’ll
lose.
1
There’s
no
such
thing
as
thinking
about
UX
too
early
or
too
often.
2
Think
about
UX
from
the
product
perspective
Think
about
UX
from
the
process
perspective
6. 6
What does a great user
experience look like?
What does great User
Experience look like?
-‐
and
-‐
(product)
(process)
8. 8
UX as a product
“People
think
it’s
this
veneer
–
that
the
designers
are
handed
this
box
and
told,
‘Make
it
look
good!’
That’s
not
what
we
think
design
is.
It’s
not
just
what
it
looks
like
and
feels
like.
Design
is
how
it
works.”
-‐
Steve
Jobs
?
9. 9
“To
use
something
is
to
engage
with
it
through
our
senses,
our
minds,
our
hearts,
and
our
bodies…to
create
a
holistic,
cohesive,
experience.”
-‐Jesse
James
Garret
UX is not a product
10. 10
UX is an outcome
You
can’t
design
an
experience.
You
can
only
design
for
an
experience.
19. 19
“User
Experience
is
just
a
sub-‐category
of
experience,
focusing
on
a
particular
mediator
-‐
namely
interactive
products...[Experience
Design]
is
the
question
of
how
to
deliberately
create
and
shape
experiences.”
-‐
Marc
Hassenzahl
This is an experience
20. 20
“If
ease
of
use
was
the
only
valid
criterion,
people
would
stick
to
tricycles
and
never
try
bicycles.”
-‐
Douglas
Engelbart
An experience is holistic
21. 21
“You
can't
experience
the
experience
until
you
experience
it.”
-‐
Bill
Moggridge
An experience is specific
23. 23
User
Task
Tool
Environment
Diagram
adapted
from
Shackel,
1991.
Context is everything*
*Technically,
context
is
everything
that
matters
24. So, UX is a holistic, multi-
faceted outcome resulting
from an interaction with a
product/service.
We
can’t
design
the
experience.
We
can
only
design
the
product/service.
(which,
in
turn,
provides
the
experience)
24
25. The Perpetual Challenge of UX
Craig
M.
MacDonald,
Ph.D.
|
NYC
Media
Lab
Annual
Summit
|
September
25,
2015
25
UX
is
the
intersection
of:
– The
user(s)
their
needs,
behaviors,
backgrounds,
expectations,
etc.
– Their
task(s)
what
users
are
trying
to
do
– Their
environment
where,
why,
and
how
users
are
trying
to
complete
their
task
– The
product/service
(i.e.,
tool)
what
users
need
to
use
to
complete
the
task(s)
Can’t
be
designed
Can
be
designed
26. 26
User
Task
Environment
“We
can
design
the
product
or
service...[but]
we
can
shape
neither
our
users’
expectations
nor
the
situation
in
which
they
use
what
we
have
designed.”
-‐
Helge
Fredheim
What we can design:
Tool
27. 27
“I
bet
a
lot
of
people
worked
really
hard
on
this
product,
so
I’ll
cut
them
some
slack
if
something
doesn’t
work
exactly
the
way
I
want
it
to
work.”
-‐
Nobody,
ever
Users are demanding
28. 28
“This
product
doesn’t
provide
a
good
user
experience,
but
that’s
OK
–
I’ll
still
keep
coming
back
to
it
because
there’s
no
where
else
I
can
go
to
get
what
I
need.”
-‐
Nobody,
ever
Users are fickle
29. 29
Q: So, what does a great
user experience look like?
30. 30
It is useful
It
fits
the
user’s
context;
it
addresses
a
need
that
actually
exists
It
works;
it
helps
users
do
something
they
need
to
do
31. 31
It is usable
It
is
easy
to
learn;
users
can
figure
out
what
it
does
and
how
it
works
It
is
easy
to
use;
users
can
do
things
quickly
and
without
frustration
32. 32
It is desirable
It
is
appealing;
it
is
attractive
and
looks
like
something
users
want
It
is
engaging;
users
have
positive
memories
from
using
it
33. 33
A: When the product/service is:
Q: So, what does a great
user experience look like?
Useful• Does
it
match
users’
needs?
• Does
it
actually
work?
Usable• Is
it
easy
to
learn?
• Is
it
easy
to
use?
Desirable• Is
it
appealing?
• Is
it
engaging?
42. 42
UX as a process
“Great
user
experience
is
about
translating
user
goals
and
business
needs
into
compelling
stories”
-‐
Patrick
Neeman
?
43. 43
1
Computer
designed
by
buzzyrobot
from
the
thenounproject.com
What we
design
44. 44
1
Computer
designed
by
buzzyrobot
from
the
thenounproject.com
2
Watch
designed
by
la-‐fabrique-‐créative
from
the
thenounproject.com
3
Check-‐List
designed
by
Arthur
Shlain
from
the
thenounproject.com
How we
design
Create
What we
do to
learn
Research
What we
do to
measure
Assess
What we
make
45. 45
UX is not just a process
“[UX]
strategy
is
about
uncovering
the
key
challenges
in
a
situation
and
devising
a
way
of
coordinating
effort
to
overcome
them
for
a
desired
outcome.”
-‐Jim
Kalbach
46. 46
UX is a mindset
You
can’t
just
follow
a
series
of
steps.
It’s
an
approach;
a
way
of
thinking.
47. 47
This is a process
Sketch
Wireframe
Prototype
Develop
Create
Plan
Measure
Analyze
Report
Assess
Research
Plan
Gather
Analyze
Report
48. 48
This is a mindset
Sketch
Wireframe
Prototype
Develop
Create
Plan
Measure
Analyze
Report
Assess
Research
Plan
Gather
Analyze
Report
Asking
the
right
question(s)
at
the
right
time
Making
the
right
stuff,
with
the
right
amount
of
detail
Collecting
data
to
confirm
you’re
making
the
right
stuff
51. 51
“…an
approach
that
puts
human
needs,
capabilities,
and
behavior
first,
then
designs
to
accommodate
those
needs,
capabilities,
and
ways
of
behaving.”
-‐
Don
Norman
It is human-centered
52. 52
“Enlightened
trial
and
error
succeeds
over
the
planning
of
the
lone
genius.”
-‐Peter
Skillman
(IDEO)
It is planned
53. 53
“[UX]
is
a
practice
that,
when
done
empirically,
provides
a
much
better
chance
of
a
successful
digital
product
than
just
crossing
your
fingers,
designing
some
wireframes,
then
writing
a
bunch
of
code.”
-‐Jaime
Levy
It is de-risking
54. 54
“I
think
the
overt
message
of
'fail
fast'
is
actually
better
framed
as
'experiment
fast.'
The
most
effective
innovators
succeed
through
experimentation…by
stepping
out
of
the
lab
and
interacting
directly
with
customers,
running
thoughtful
experiments,
and
executing
them
quickly
to
learn
quickly
what
works
and
what
doesn’t.”
-‐Victor
Lombardi
It is failing quickly
55. 55
“How
little
design
can
I
do,
how
little
can
I
invest
in
developing
the
thing
and
how
quickly
can
I
learn
something
about
this
[so]
that
I
can
change
something
immediately…and…do
it
different
or
better
the
next
time
I
design?”
-‐Randy
Hunt
It is failing safely
56. 56
It is failing smartly
“If
the
person
with
the
big
hunch
is
wrong
and
we
don’t
find
out
till
after
the
money
is
gone,
then
we
have
failed
…And
because
this
is
the
infancy
stage
of
our
product
vision,
we
don’t
want
to
get
too
attached
to
any
ideas
–
especially
without
proper
validation
that
real
customers
will
really
want
our
solution.”
-‐Jaime
Levy
57. 57
“Inexpensive
and
iterative
prototyping
is
a
sure
fire
way
to
save
time
and
money
during
implementation...[and
user
research]
should
help
you
avoid
missing
the
mark
during
product
or
service
creation
which
could
[also]
save
significant
amounts
of
money.”
-‐JD
Moore
Why? To save resources
58. 58
Q: So, what does great
User Experience look like?
59. 59
It is grounded
Are
you
sure
you’re
solving
real
problems
for
real
people?
Are
you
skeptical
and
willing
to
test
key
assumptions?
60. 60
It is deliberate
Are
you
taking
steps
to
make
sure
you’re
headed
down
the
right
path?
Are
you
investing
the
right
amounts
of
time
and
money?
61. 61
It is iterative
Are
you
regularly
testing
to
make
sure
it’s
on
the
right
track?
Are
you
using
test
results
to
fix
things
and
drive
improvements?
62. 62
A: When the mindset is:
Q: So, what does great
User Experience look like?
Grounded• Do
you
know
you’re
meeting
actual
needs
of
real
people?
• Do
you
use
data
to
test
key
assumptions/hypotheses?
Deliberate• Do
you
consider
all
possible
alternatives?
• Do
you
use
your
resources
efficiently?
Iterative• Do
you
use
assessment
wisely?
• Do
you
use
assessment
results
meaningfully?
64. 64
Ignorance is not bliss
Your
product
is
delivering
an
experience
regardless
of
how
much
time,
energy,
and
resources
you’re
putting
into
shaping
it.
65. 65
It’s not one person’s job
“UX
is
not
the
responsibility
of
the
online
team
or
the
marketing
department
alone…In
a
digital
organization,
everyone
has
a
part
to
play
in
the
shaping
of
an
experience.”
-‐
Simon
Norris
66. 66
Embed UX in your DNA
“If
an
organization
truly
wants
to
be
design-‐centered,
they
need
to
construct
a
reward
system
that
puts
great
design
above
all
else…
[and
those]
rewards
are
built
into
the
organization’s
DNA.”
-‐
Jared
Spool
67. 67
is shared throughout the
entire organization
A: When the mindset of being:
Q: So, what does great
User Experience look like?
Grounded
Deliberate
Iterative
68. 68
Source:
Jared
Spool,
http://www.uie.com/articles/beyond_ux_tipping_point/
A UX Maturity Model
1 UX
Dark
Ages
Focus
on
building
features,
not
UX;
build
poor
designs
and
deliver
frustrating
experiences.
2 Spot
UX
Projects
Someone
did
some
unrelated
UX
projects,
but
the
“fever”
didn’t
spread
beyond
the
manager.
3 Serious
UX
Investment
Senior
management
devotes
resources
to
UX;
design
begins
to
influence
early
decisions.
4 Embedding
UX
Into
Teams
UX
people
are
embedded
in
teams
so
that
UX
is
an
ongoing
concern
for
every
product/service.
5 Integrated
UX
and
Services
UX
is
everywhere;
non-‐digital
and
digital
teams
work
together
to
provide
seamless
experiences.
UX
Tipping
Point
69. 69
Integration is like magic
“Park
Guests
use
the
Magic
Band
to
gain
access
to
the
park,
get
in
priority
queues
for
the
attractions,
pay
for
their
purchases
at
the
concession
stands,
and
even
get
into
their
hotel
room…[but]
the
real
achievement
of
the
Disney
Magic
Band
is
the
transformation
the
organization
has
gone
through
to
make
it
work.”
-‐
Jared
Spool
70. 70
From the top...
...and the bottom
Is
there
a
person
at
the
highest
level
of
the
organization
who
is
responsible
for
curating
and
maintaining
a
holistic
user-‐,
business-‐,
and
technology-‐appropriate
experience?1
See:
-‐
Chief
Experience
Officer
(CXO)
-‐
VP
of
Experience
Design
Do
you
have
a
team
of
skilled
UX
professionals
who
value
cross-‐individual
skills
rather
than
tightly
defined
roles,
are
co-‐located,
and
are
motivated
to
improve?2
Skills
should
cover
interaction
design,
information
architecture,
user
research/usability,
and
visual
design.
1
Lis
Hubert:
https://uxmag.com/articles/ux-‐its-‐time-‐to-‐define-‐cxo
2
Jared
Spool:
http://www.uie.com/articles/who_is_on_the_ux_team/
75. Pre-‐historic
tools
weren’t
really
designed–
they
were
created
and
used.
There
was
no
need
for
testing
or
assessment.
• If
it
worked,
it
worked.
• If
it
didn’t,
it
was
thrown
out
or
tweaked
until
it
did.
75
Ancient History
76. Technology
became
more
complex,
but
design
stayed
(roughly)
the
same.
There
was
no
need
for
testing
or
assessment.
• If
it
worked,
it
worked.
• If
it
didn’t,
it
was
thrown
out
or
tweaked
until
it
did.
76
Medieval & Industrial
77. 77
Before Computers
For
most
of
human
history,
people
could
shape
and
tweak
technology
to
fit
their
needs.
No
testing
or
assessment
was
needed.
79. Early
computers
so
complex,
users
were
highly
trained
engineers.
As
an
alternative
to
hand
calculations,
they
had
to
be
evaluated.
Evaluation
was
about
system
reliability:
how
long
it
would
function
without
failure.
79
1940s to 1950s
80. Smaller
and
less
complicated
due
to
new
input
methods:
punch
cards,
light
guns,
and,
eventually,
keyboards.
Programming
languages
allowed
you
to
tell
computers
what
to
do.
Users
shifted
from
engineers
to
programmers
and
computer
scientists.
80
1950s to 1960s
81. Motivated
by
the
economic
impacts,
evaluation
determined
whether
computers
were
actually
providing
a
benefit.
Focus
of
evaluation
shifted
to
system
performance:
how
quickly
the
system
could
process
large
amounts
of
data.
Other
variables:
Processing
speed,
throughput,
turnaround,
availability.
81
1950s to 1960s
82. Batch-‐processing
machines
were
slowly
replaced
by
time-‐sharing
systems,
which
were
more
expensive
but
more
efficient.
For
the
first
time,
people
were
using
computers
for
non-‐programming
tasks
(e.g.,
text
editing).
Users
were
no
longer
trained
experts;
they
were
non-‐specialists.
82
1960s to 1970s
83. Evaluation
became
necessary
to
determine
whether
using
a
computer
would
actually
save
time
for
these
users.
Evaluation
shifted
to
focus
on
user
performance:
how
quickly
and
efficiently
a
person
could
complete
their
tasks.
Metrics:
task
completion
time,
error
rate,
ease
of
learning,
etc.
83
1960s to 1970s
84. 84
If we need to study users
Let’s
put
them
in
a
lab!
85. The
GUI,
pioneered
by
Xerox
and
perfected
and
marketed
by
Apple,
led
to
an
increase
in
the
number
of
users
using
computers
to
complete
everyday
work
tasks.
These
users
weren’t
willing
to
read
user
manuals
or
sit
through
training
sessions.
Computer
systems
had
to
be
used
by
anyone
with
minimal
training
and
support.
85
1970s to 1980s
86. Evaluation
efforts
began
to
focus
on
usability:
how
quickly
users
could
learn
and
use
a
computer
to
complete
tasks.
Included
learnability
and
ease
of
use
in
addition
to
speed
and
efficiency.
The
process
of
user-‐
centered
design
was
developed
as
a
way
of
engineering
usability
into
computer
systems.
Usability
evaluation
was
a
core
feature
of
this
process.
86
1970s to 1980s
87. Formal
methods
of
usability
evaluation
were
popularized
in
the
early
1980s.
E.g.,
usability
testing
with
“think
aloud”
In
the
1990s,
the
rise
of
the
Web
increased
the
visibility
of
usability
testing
but
also
added
more
challenges.
New
“discount”
methods:
walkthroughs
and
expert
reviews.
87
1980s to 2000s
88. Personal
computing,
social
computing,
mobile
computing,
and
cloud
computing
have
changed
how,
where,
and
why
we
use
computers.
Task-‐based
performance
is
still
important,
but
we’re
realizing
that
using
a
computer
is
both
cognitive
and
emotional.
Shifting
from
usability
to
user
experience.
88
2000s to 2010s
89. Reliability
System
Performance
User
Performance
Usability
User
Experience
1950
1960
1970
1980
1990
2000
2010
89
The Path to UX
90. There’s
no
single
evaluation
that
captures
all
of
UX.
If
your
organization
has
a
shared
mindset
that
is
grounded,
deliberate,
and
iterative,
you’re
more
likely
to
design
products
that
consistently
provide
great
experiences
for
your
users.
90
Today
91. Key Lessons
Craig
M.
MacDonald,
Ph.D.
|
NYC
Media
Lab
Annual
Summit
|
September
25,
2015
91
If
providing
quality
experiences
isn’t
your
first
priority,
you’ll
lose.
1
There’s
no
such
thing
as
thinking
about
UX
too
early
or
too
often.
2
Think
about
UX
as
an
outcome,
not
a
product
Think
about
UX
as
a
mindset,
not
a
process