At IAS09, Matt Milan gave a provocative talk on what he called "Innovation Parkour." Parkour is a way of moving from place to place as efficiently as possible by jumping, vaulting, or climbing around obstacles. His talk was a plea for us to practice our craft so great design can become a reflex in the face of challenge, much as parkour artists view the environment not as a hindrance to their sport but an aid.
I believe the equivalent of the built environment in parkour is less the landscape of the design challenges we face than the structures, process, and culture of the organizations in which we do our work. Yes, design exercises make better designers - however, an IA/UXer who can solve wicked problems but who can't get her organization to implement her solutions needs also to be practicing complimentary disciplines: cultural diagnostics, relationship savvy, and communication and negotiation skills.
Enter Organizational Parkour, a game where IA/UXers can practice these complimentary skills. The game pits teams against each other to complete deliverables, by role-playing and negotiating based on the tenets of Principled Negotiation. Game players are guided on how to use negotiation skills to manage sticky client issues and see great work to completion.
- The document discusses brain hacks and design techniques that can be used to improve the usability of web applications by understanding how users perceive and process visual information.
- It provides tips on using color, text, perspective tricks, information density and grouping to improve usability based on principles of how the brain works.
- The document also recommends validating designs with user research and usability testing tools to ensure applications are intuitive and easy to use.
My plenary speech at the inaugural UX Live London conference on October 26, 2017.
Eric Reiss
CEO and Author
4.30pm-5.15pm
Innovation vs. Best Practice – Conflict or Opportunity?
“Best practice” implies doing things in the best possible manner, based on past experience. But we like to think of ourselves as innovators in a dynamic industry – we want to go where no one has gone before. Thus, “best practice” and “innovation” are like oil and water – they don’t easily mix.
How can we, as UX professionals, balance the need for consistency that “best practice” provides, with our on-going mission to improve the quality of our products? How can we create genuine improvements – and when have we been seduced by the evil twins, Fad and Fashion?
“Innovation vs. Best Practice” explores the elements that make up these two ends of the UX spectrum. We’ll take a closer look at the popular definitions of both innovation and best practice – and discover why these are frequently inadequate, misleading, or both. Why is a “standard” not always a “best practice”? And if “invention” can be spontaneous, why is “innovation” always planned?
We’ll also examine some of the worst reasons to innovate, which are also some of the most common, plus the Japanese concept of “chindogu” – “useless innovation.” Perhaps most important of all, we’ll see how User Driven Design helps us avoid harmful innovation in comparison to the more common User Centered Design methodology.
Improvised IA: Going Beyond the WhiteboardDavid Farkas
The need to adapt and be flexible within project schedules and meetings has never been greater, but this is a soft skill not easily taught or quickly learned. It starts with team collaboration and trust while ultimately leading to idea generation and problem solving. Yield to the highest offer. Always say YES. Alway raise the bar. These are three of the core components to improvisation in comedy. They are also three pillars to a good collaborative environment.
This hands on session will explore the fundamentals to improv as a means to strengthen teams across organizations. Participants will walk away with:
An understanding to the fundamentals to improv
An understanding of applications to the field of UX as both a team building tool and idea generation
Real world practice and sample exercises
We’re looking to get up and shake the cobwebs off our bodies. Through Bodystorming and other improv games participants will engage with the space around them and will learn the basics of improvisational comedy and how it can directly translate back to work in the office and with clients alike.
The document discusses how navigation and sense-making in new media spaces is different than in physical spaces. Computing used to be confined to specific physical locations but is now spread across multiple sites on different devices. New media spaces are spaces of navigation that allow people to reconnect fragments into personally meaningful patterns. Navigation weaves places into narratives and helps make databases actionable through merging action and representation.
When you look at the greatest design thinkers in history, you will see that they all worked in a deliberate fashion. They would research, practice, and network in a deliberate and calculated fashion. These slides show how Pablo Picasso, Agatha Christie, Thomas Edison, Hedy Lamarr, Leonardo Da Vinci, and Sherry Turkle perform deliberate research, deliberate practice, and deliberate networking.
Thoughts on Customer Feedback - Aviva Rosenstein, WarmGun 2014Aviva Rosenstein
Aviva's talk from Warm Gun 2014 - why Ready, Fire, Aim can backfire, illustrated with a story about collecting customer feedback on a new experience. Includes thoughts on tying customer feedback channels to user needs and business goals, and pitfalls to avoid when building customer feedback channels.
- The document discusses brain hacks and design techniques that can be used to improve the usability of web applications by understanding how users perceive and process visual information.
- It provides tips on using color, text, perspective tricks, information density and grouping to improve usability based on principles of how the brain works.
- The document also recommends validating designs with user research and usability testing tools to ensure applications are intuitive and easy to use.
My plenary speech at the inaugural UX Live London conference on October 26, 2017.
Eric Reiss
CEO and Author
4.30pm-5.15pm
Innovation vs. Best Practice – Conflict or Opportunity?
“Best practice” implies doing things in the best possible manner, based on past experience. But we like to think of ourselves as innovators in a dynamic industry – we want to go where no one has gone before. Thus, “best practice” and “innovation” are like oil and water – they don’t easily mix.
How can we, as UX professionals, balance the need for consistency that “best practice” provides, with our on-going mission to improve the quality of our products? How can we create genuine improvements – and when have we been seduced by the evil twins, Fad and Fashion?
“Innovation vs. Best Practice” explores the elements that make up these two ends of the UX spectrum. We’ll take a closer look at the popular definitions of both innovation and best practice – and discover why these are frequently inadequate, misleading, or both. Why is a “standard” not always a “best practice”? And if “invention” can be spontaneous, why is “innovation” always planned?
We’ll also examine some of the worst reasons to innovate, which are also some of the most common, plus the Japanese concept of “chindogu” – “useless innovation.” Perhaps most important of all, we’ll see how User Driven Design helps us avoid harmful innovation in comparison to the more common User Centered Design methodology.
Improvised IA: Going Beyond the WhiteboardDavid Farkas
The need to adapt and be flexible within project schedules and meetings has never been greater, but this is a soft skill not easily taught or quickly learned. It starts with team collaboration and trust while ultimately leading to idea generation and problem solving. Yield to the highest offer. Always say YES. Alway raise the bar. These are three of the core components to improvisation in comedy. They are also three pillars to a good collaborative environment.
This hands on session will explore the fundamentals to improv as a means to strengthen teams across organizations. Participants will walk away with:
An understanding to the fundamentals to improv
An understanding of applications to the field of UX as both a team building tool and idea generation
Real world practice and sample exercises
We’re looking to get up and shake the cobwebs off our bodies. Through Bodystorming and other improv games participants will engage with the space around them and will learn the basics of improvisational comedy and how it can directly translate back to work in the office and with clients alike.
The document discusses how navigation and sense-making in new media spaces is different than in physical spaces. Computing used to be confined to specific physical locations but is now spread across multiple sites on different devices. New media spaces are spaces of navigation that allow people to reconnect fragments into personally meaningful patterns. Navigation weaves places into narratives and helps make databases actionable through merging action and representation.
When you look at the greatest design thinkers in history, you will see that they all worked in a deliberate fashion. They would research, practice, and network in a deliberate and calculated fashion. These slides show how Pablo Picasso, Agatha Christie, Thomas Edison, Hedy Lamarr, Leonardo Da Vinci, and Sherry Turkle perform deliberate research, deliberate practice, and deliberate networking.
Thoughts on Customer Feedback - Aviva Rosenstein, WarmGun 2014Aviva Rosenstein
Aviva's talk from Warm Gun 2014 - why Ready, Fire, Aim can backfire, illustrated with a story about collecting customer feedback on a new experience. Includes thoughts on tying customer feedback channels to user needs and business goals, and pitfalls to avoid when building customer feedback channels.
This document discusses various aspects of interfaces and how they are made of words. It touches on topics like illustrations, habits, letters, timing and more. Short quotes and thoughts are provided throughout from people like Ira Glass, Anton Chekov, and Erika Hall. The overall message is that interfaces are constructed through language and how words, letters and timing come together to form a cohesive experience.
This document discusses cross-channel ecosystem design and mapping customer experiences across channels. It provides an example of mapping the ecosystem of an art gallery in Johannesburg to address organizational issues. The mapping involved identifying actors, goals, and paths within the ecosystem. This led to proposed interventions to spatialize the gallery's presence through placemaking, personalize its presence through people-focused efforts, and connect its presence through outreach programs in the local park and community. The overall goal was to make the gallery more relevant and establish a safe environment for visitors.
How Do We Know When It Is Good? A language of criticism for Information Archi...Carl Collins
The document discusses the need for a language of criticism in information architecture to help determine what is good. It outlines some principles of information architecture like taxonomy, ontology, and choreography. It also discusses critical aspects like organization, writing, and context. The document argues that information architecture is complex and contextual, and that developing ways to critique it beyond simply calling things good or bad is important for the field to progress.
Of brains and buttons (UXCE, Berlin, Germany)Eric Reiss
There are four main topics in this presentation - from simple practical considerations to the more obscure cognitive triggers. IAs need to know this stuff and act on it before the interaction-design crowd, the business analysts, and the content strategists take it away from them:
1. Forms and basic functionality - the crap needs to work
2. Building shared references - folks won't buy what they don't understand
3. Value-added services - enhancing the experience through context
4. Cognitive triggers - influencing irrational decision-making processes
Organizational Parkour, the Negotiation Game - Seattle Infocamp 2013 - Joan V...Mad*Pow
This document discusses using the principles of parkour to navigate organizational barriers. It suggests practicing three techniques: strength training through observation and empathy building; fundamentals of principled negotiation like separating problems from people; and obstacle courses like roleplaying games that simulate project negotiations. The goal is to gain skills in dealing with conflicts and communication issues that are inherent parts of any organizational work.
Thirteen years ago Gayle Curtis likened a “Big Information Architect” to “an orchestra conductor or film director, conceiving a vision and moving the team forward.” In the meantime, different-sized IAs gave way to UX designers, but in some shops there is another central role: product manager.
What you may be surprised to learn is that a substantial part of a product manager’s job is…information architecture. Describing a landscape, ecosystem, or roadmap and communicating a set of goals and priorities requires the exact meaning-mapping skills that IA is all about.
This panel features three people trained in IA and UX who are now filling a product role, to discover whether this parallel between “big” IA and product holds in other contexts, to discuss potential career paths, and to take questions from an audience that might be intrigued by the relationship.
Lecture 1 of 4 in the Game Design Class, Fall 2012 - Structure of Games: introduction to formal, dramatic, spatial elements, and a definition of games.
The document discusses dramatic elements in game design such as challenge, play, character, premise, and story. It covers how these elements connect players emotionally and how they are used. Challenge can create a flow state for players. Characters are used for embodiment, storytelling, and allowing players to experience fears and desires vicariously. Premises give context and prevent abstractness. Story implementation varies from simple premises to choices that allow player agency over the narrative.
Finding detailed specifications for implementing user research methods is easy - but matching specific methods to your particular needs can be a challenge. We’ll outline an underlying framework for research approaches so you’ll understand why each method works as well as when to use i
Here are the slides from my closing plenary at WebExpo in Prague, Czech Republic on 22 September 2012. A few rants, a few truths, a few goofy opinions, but backed up with a little experience, too.
Giant 2015: CTRL Z, A Practitioner's Support GroupDavid Farkas
A discussion in how we can better ask and offer support within our teams when projects and situations occur that are unexpected or non-ideal. This presentation was paired with a live-demo and discussion.
Ghost in the Shell - Information Architecture in the Age of PostdigitalAndrea Resmini
The document discusses the theme of the 2013 IA Summit in Baltimore - "Information Architecture in the Age of Postdigital". It explores how information architecture has evolved from the digital age to the current postdigital age. In the postdigital age, computing is ubiquitous and integrated into all aspects of life. Things are increasingly complex, smeared across multiple contexts. Information spaces have become fluid and dynamic architectures. The document argues that information architecture is the architecture of these new postdigital information spaces, shaping reality and creating places for human experience.
This document discusses organizing information visually with a hierarchy. It emphasizes starting from the core concept and building outward. Examples are given to demonstrate concepts over abstract explanations. Readers are encouraged to turn their taxonomy and labels into a sitemap or flow to clearly explain how information is connected and can be navigated.
Running Great Design Reviews With Clients & PartnersCraig Peters
No matter how great your designs are, the way you communicate with your clients/business partners can make or break your engagement, especially as design challenges and organizations become more complex.
But what actually makes some meetings go well, and others not? We’ve heard “Be storytellers,” “Provide the right context,” and “Set expectations,” but what does that look like in practice?
I’ll provide real-life examples of how we’ve done this in our presentations for client engagements. We’ll include examples of our fundamental concepts we live by. No surprises. Over-communicate. Tell them how to be and what to do in the meeting. Design every slide of a presentation, not just the “designs.” Tell a story. Assume your clients have no idea what your meeting is all about (put yourself in their shoes).
It always goes better when you’re well prepared; we’ll help you get there.
Recognize, hire and work with great ux peopleLuca Candela
User Experience has become fundamental in web-based products and applications, and the role of the Product Manager now requires familiarity with new techniques, jargon and workflows.
On top of that, understanding what separates great UX people from mediocre ones is hard without a profound knowledge of the subject.
This presentation was given at P-Camp 2011 Silicon Valley hosted by Ebay, exposing the 10 things to know about UX and the people that do it right.
Agile and UX both put user's needs at their center, but their foundational beliefs have set them at odds over the years.
Presented at part of "24 Hours of UX" 2022.
This document discusses various aspects of interfaces and how they are made of words. It touches on topics like illustrations, habits, letters, timing and more. Short quotes and thoughts are provided throughout from people like Ira Glass, Anton Chekov, and Erika Hall. The overall message is that interfaces are constructed through language and how words, letters and timing come together to form a cohesive experience.
This document discusses cross-channel ecosystem design and mapping customer experiences across channels. It provides an example of mapping the ecosystem of an art gallery in Johannesburg to address organizational issues. The mapping involved identifying actors, goals, and paths within the ecosystem. This led to proposed interventions to spatialize the gallery's presence through placemaking, personalize its presence through people-focused efforts, and connect its presence through outreach programs in the local park and community. The overall goal was to make the gallery more relevant and establish a safe environment for visitors.
How Do We Know When It Is Good? A language of criticism for Information Archi...Carl Collins
The document discusses the need for a language of criticism in information architecture to help determine what is good. It outlines some principles of information architecture like taxonomy, ontology, and choreography. It also discusses critical aspects like organization, writing, and context. The document argues that information architecture is complex and contextual, and that developing ways to critique it beyond simply calling things good or bad is important for the field to progress.
Of brains and buttons (UXCE, Berlin, Germany)Eric Reiss
There are four main topics in this presentation - from simple practical considerations to the more obscure cognitive triggers. IAs need to know this stuff and act on it before the interaction-design crowd, the business analysts, and the content strategists take it away from them:
1. Forms and basic functionality - the crap needs to work
2. Building shared references - folks won't buy what they don't understand
3. Value-added services - enhancing the experience through context
4. Cognitive triggers - influencing irrational decision-making processes
Organizational Parkour, the Negotiation Game - Seattle Infocamp 2013 - Joan V...Mad*Pow
This document discusses using the principles of parkour to navigate organizational barriers. It suggests practicing three techniques: strength training through observation and empathy building; fundamentals of principled negotiation like separating problems from people; and obstacle courses like roleplaying games that simulate project negotiations. The goal is to gain skills in dealing with conflicts and communication issues that are inherent parts of any organizational work.
Thirteen years ago Gayle Curtis likened a “Big Information Architect” to “an orchestra conductor or film director, conceiving a vision and moving the team forward.” In the meantime, different-sized IAs gave way to UX designers, but in some shops there is another central role: product manager.
What you may be surprised to learn is that a substantial part of a product manager’s job is…information architecture. Describing a landscape, ecosystem, or roadmap and communicating a set of goals and priorities requires the exact meaning-mapping skills that IA is all about.
This panel features three people trained in IA and UX who are now filling a product role, to discover whether this parallel between “big” IA and product holds in other contexts, to discuss potential career paths, and to take questions from an audience that might be intrigued by the relationship.
Lecture 1 of 4 in the Game Design Class, Fall 2012 - Structure of Games: introduction to formal, dramatic, spatial elements, and a definition of games.
The document discusses dramatic elements in game design such as challenge, play, character, premise, and story. It covers how these elements connect players emotionally and how they are used. Challenge can create a flow state for players. Characters are used for embodiment, storytelling, and allowing players to experience fears and desires vicariously. Premises give context and prevent abstractness. Story implementation varies from simple premises to choices that allow player agency over the narrative.
Finding detailed specifications for implementing user research methods is easy - but matching specific methods to your particular needs can be a challenge. We’ll outline an underlying framework for research approaches so you’ll understand why each method works as well as when to use i
Here are the slides from my closing plenary at WebExpo in Prague, Czech Republic on 22 September 2012. A few rants, a few truths, a few goofy opinions, but backed up with a little experience, too.
Giant 2015: CTRL Z, A Practitioner's Support GroupDavid Farkas
A discussion in how we can better ask and offer support within our teams when projects and situations occur that are unexpected or non-ideal. This presentation was paired with a live-demo and discussion.
Ghost in the Shell - Information Architecture in the Age of PostdigitalAndrea Resmini
The document discusses the theme of the 2013 IA Summit in Baltimore - "Information Architecture in the Age of Postdigital". It explores how information architecture has evolved from the digital age to the current postdigital age. In the postdigital age, computing is ubiquitous and integrated into all aspects of life. Things are increasingly complex, smeared across multiple contexts. Information spaces have become fluid and dynamic architectures. The document argues that information architecture is the architecture of these new postdigital information spaces, shaping reality and creating places for human experience.
This document discusses organizing information visually with a hierarchy. It emphasizes starting from the core concept and building outward. Examples are given to demonstrate concepts over abstract explanations. Readers are encouraged to turn their taxonomy and labels into a sitemap or flow to clearly explain how information is connected and can be navigated.
Running Great Design Reviews With Clients & PartnersCraig Peters
No matter how great your designs are, the way you communicate with your clients/business partners can make or break your engagement, especially as design challenges and organizations become more complex.
But what actually makes some meetings go well, and others not? We’ve heard “Be storytellers,” “Provide the right context,” and “Set expectations,” but what does that look like in practice?
I’ll provide real-life examples of how we’ve done this in our presentations for client engagements. We’ll include examples of our fundamental concepts we live by. No surprises. Over-communicate. Tell them how to be and what to do in the meeting. Design every slide of a presentation, not just the “designs.” Tell a story. Assume your clients have no idea what your meeting is all about (put yourself in their shoes).
It always goes better when you’re well prepared; we’ll help you get there.
Recognize, hire and work with great ux peopleLuca Candela
User Experience has become fundamental in web-based products and applications, and the role of the Product Manager now requires familiarity with new techniques, jargon and workflows.
On top of that, understanding what separates great UX people from mediocre ones is hard without a profound knowledge of the subject.
This presentation was given at P-Camp 2011 Silicon Valley hosted by Ebay, exposing the 10 things to know about UX and the people that do it right.
Agile and UX both put user's needs at their center, but their foundational beliefs have set them at odds over the years.
Presented at part of "24 Hours of UX" 2022.
Jason Moore - Interaction design in enterprise teamsroblund
The document discusses interaction design for enterprise teams. It outlines 3 key ideas: 1) what interaction design (IxD) is, which is a design discipline focused on defining the behavior of products; 2) how IxD teams at Workiva are structured to support product success, focusing on discovery through methods like customer interviews, journey mapping, and prototyping; 3) how product discovery plays a key role in Workiva teams by helping them evolve ideas into actionable plans through techniques like empathy mapping, customer interviews, and story mapping to define minimum viable products. The document emphasizes the importance of discovery techniques in understanding user needs and validating solutions before development.
1ª semana de LightningTalks e FishBowls no TecnoPUC. ( http://wp.me/p3EOt-BH )
Thiago Esser ( @thiagoesser ) + Pedro Belleza ( @PedroBelleza )
Ver também: http://jorgekotickaudy.wordpress.com/2012/08/23/2308-4o-dia-semana/
The talk can be summarised as follows:
In enterprise scale agile developments, UX is often heavily outnumbered by the rest of the team. The pressure to maintain a certain level of engagement mounts until, inevitably, elements of the product fall through the cracks.
I propose that the UX team needs to 'Set the bar' for ux engagement on individual features, and I have proposed a technique for tracking this engagement through the agile development lifecycle. In doing so, we will see a ‘UX engagement trend’ which allows us to:
- Measure UX engagement across agile teams and features
- Improve the efficiency of UX resources
- Facilitate discussions of quality with management and business
- Track UX debt
- Spot potential weaknesses in the product
[Pandora 22] ...Deliberately Unsupervised Playground - Milan LicinaDataScienceConferenc1
This talk will showcase some of the latest practices where technology is used in order to create more believable results with non-player characters and situations. Apart from game worlds, we will look into the usage of content created by bots which are displayed and executed in real-time experiences and interactive media. The goal of the presentation is to discuss the tools and approaches in storytelling for both tech and non-tech enthusiasts which can help them not only to automate but to widen their (creative) output.
The document provides details of the project plan for the game "Ghost in the Town". It discusses the background and scope of the project, which involves creating a single-player strategy game for Android devices. It outlines the project schedule, with stages including planning, design and implementation, testing, and submission. It aims to provide both structured and unstructured information about the virtual world and story of the game.
This document summarizes a presentation about designing mobile learning games. It discusses the challenges of designing for small screens and outlines principles for user experience (UX), user interface (UI), instructional design (ID), and game design when creating mobile games. An example is provided of a successful mobile learning game created for TE Connectivity to help distributors learn about customers and products. The game increased adoption of training and received positive feedback from users who felt they learned through playing.
Product and UX - are the roles blurring?Jesse Gant
For most web-based companies, it appears that product managers have started to evolve their user experience (UX) skills in order to sell key concepts to developers, executives and even customers. On the flip side, UX folks contribute significant requirements and user stories in their design process and user research. So are the two roles becoming one? This covers the roles and why they are unique or not and even delves into the creation of annotated wireframes or prototypes instead of long-winded requirements docs - in an attempt to speed up the process to validate features and designs sooner rather than later with customers.
Building Serious Games for Medical Intervention and TrainingBrock Dubbels
This document provides an overview of the G-ScalE game development lab at McMaster University led by Brock R. Dubbels. It discusses using games to improve reading comprehension, sustained engagement, cooperative learning and more. It also touches on applying games to math, science, dance and other subjects. The document outlines elements of game design like roles, rules and imagery/visualization. It emphasizes the need for serious games to provide quantifiable evidence that they are achieving desired outcomes.
This document discusses user stories and how they can help software development teams understand user needs better than traditional requirements specifications. It provides examples of proper user stories, outlines key principles of writing effective stories, and explains how stories evolve through collaborative conversations between business stakeholders and developers. The document cautions that while documents are not abandoned, less documentation is preferable to reduce overhead and allow stories to change shape based on feedback.
Change agile for XP Days 2012 benelux v1.0Ben Linders
This document discusses using agile principles and methods for change projects. It describes how change projects differ from traditional software development projects and outlines how scrum and other agile frameworks can be adapted for change management. Key aspects covered include defining product owners, release planning, estimating work, and defining "done" for change projects versus software projects.
Why UX Matters? at Ripple Conference - Porto 2014Rui Barroca
This document discusses the importance of user experience (UX) design. It defines UX as a discipline focused on designing the end-to-end experience of a product. The document outlines the UX design process, from understanding users to implementing solutions. It emphasizes starting UX design early in product development to have the biggest impact and addresses issues like device fragmentation that impact the user experience. The presentation encourages tools like wireframing software and user testing to iterate and improve the design based on user needs.
The document discusses user experience (UX) design and provides recommendations for improving a software product's UX. It defines UX and emphasizes the importance of understanding user goals. It recommends using goal-centered design research methods like personas, scenarios, and prototypes to understand users and ensure the interface helps them achieve their goals. The document advocates integrating UX practices like usability testing into the development process with a dedicated UX team to create a "killer UX" that is intuitive and optimized for users.
Of course, in my humble opinion. Every UX Designer has a different “perception” about what is UX, and I´m sure that I´ll be agree with all opinions. However, could you give 1 minute to argument the post´s title?
The document discusses turning user stories into reliable code. It covers specifying user stories, identifying valuable stories based on their "So that" statement, writing acceptance criteria, prioritizing stories, and coding stories. Developers work with users to write stories so that value is delivered from the beginning by satisfying actual needs rather than being off target.
User Experience 1: What is User Experience?Marc Miquel
The document provides an overview of an introduction to a university course on user experience. It discusses the following key points:
1. The history and roots of user experience, tracing back to ergonomics in ancient times and the integration of human factors research with computer science and design in recent decades.
2. Definitions of user experience, which focus on all aspects of a user's experience interacting with products and services, including usability, desirability, and emotional satisfaction.
3. An introduction to the topics that will be covered in the course, including what user experience is, common UX problems, intuitive design, and how culture can impact design understanding.
4. An example of analyzing the
The document outlines different user flows and screens for an online marketplace platform. It includes flows for browsing and applying to RFQs (requests for quotes), posting an RFQ, signing up to see RFQs, browsing and ordering from bulk offers (BOs), and rating a transaction. Screen prototypes are provided for the home, RFQ listing, RFQ detail, and other pages for both logged in and non-logged in users. The screens demonstrate filters, actions, and key information displayed for different user types, such as suppliers and partner organizations.
User Story Mapping Definitions & Basics - StoriesOnBoard.pdfStoriesOnBoard
User Story Mapping Definitions & Basics - by StoriesOnBoard
Learn more & start your 14-day free trial: https://storiesonboard.com/
- How to start story mapping
- Definitions
- Basics
- What is user story mapping?
- How do you conduct a story mapping session?
- What does a story map consist of?
- Who created story mapping?
- What is the lifecycle of story mapping?
- What is a user story workshop?
- Why is story mapping important?
- How do you make a story map?
- What is user story in Agile?
- How to write a good story?
- How do you use story mapping?
- User goals & steps in a narrative flow
- Who writes a user story?
- What is user persona on the story map?
- What are releases?
- How to brainstorm user stories?
- Why is prioritization crucial while working with user stories?
- How to convert a story map into conventional product backlog?
- What is MVP release?
- What is the difference between epics and user stories?
StoriesOnBoard is a visual and collaborative story mapping tool to prioritize the customer value sprint by sprint.
Build your story map on StoriesOnBoard.com
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Practical eLearning Makeovers for EveryoneBianca Woods
Welcome to Practical eLearning Makeovers for Everyone. In this presentation, we’ll take a look at a bunch of easy-to-use visual design tips and tricks. And we’ll do this by using them to spruce up some eLearning screens that are in dire need of a new look.
Explore the essential graphic design tools and software that can elevate your creative projects. Discover industry favorites and innovative solutions for stunning design results.
30. Principled Negotiation
Separate the people from the problem
Focus on interests, not positions
Invent multiple options looking for mutual gains before
deciding what to do
31. Principled Negotiation
Separate the people from the problem
Focus on interests, not positions
Invent multiple options looking for mutual gains before
deciding what to do
Insist that the result be based on some objective standard
33. Project brief
Modifying content and adding a new mini-application to an
existing web property for a large company
34. Project brief
This is a pet project for the business sponsors - they've actually
been lobbying to add this app to their suite for over two years,
and they finally got the funding for it - only to find that they didn't
have any in-house resources available to do it.
35. Project brief
Hence they've hired you - and rather hurriedly - before they
lose the funding. You've been chosen over three other firms -
basically on word of mouth recommendations - and now
you're engaged to do the work.
36. Project brief
They have visual designers in house who'll apply their (rather
strict) brand standards and style guide, and the development
team who will build the thing according to their coding
standards and on their existing platform.
They‟re providing the content, though you‟ll be responsible
for microtext in the application.
37. Statement of Work
Upfront research, including
reviewing internal documents
stakeholder interviews
user interviews.
Design Studio workshop
Wireframe initial key screens
Detailed wireframes of all the flows
40. Roles and Turns
Break up into roles
within teams:
UX role Client
UX Role
Client role Role
41. Roles and Turns
Turns should alternate
between the UX and Client Role
Client roles.
UX Role
1
42. Roles and Turns 2
Turns should alternate
between the UX and Client Role
Client roles.
UX Role
1
43. Roles and Turns 2
Turns should alternate
between the UX and Client Role
Client roles.
UX Role
1
3
44. 4
Roles and Turns 2
Turns should alternate
between the UX and Client Role
Client roles.
UX Role
1
3
45. 4
Roles and Turns 2
Turns should alternate
between the UX and Client Role
Client roles.
UX Role
1 5
3
46. 4
Roles and Turns 2 6
Turns should alternate
between the UX and Client Role
Client roles.
UX Role
1 5
3
47. Roles and Turns 6
Turns should alternate
between the UX and Client Role
Client roles.
UX Role
1
48. The Cards
The script of the story is on a deck of
cards. Each card is a part of the
story in the process of creating a
deliverable.
49. The object: create
deliverables
The object of the game is create
deliverables by playing cards in
order.
You can play deliverables out of
order within rounds.
Some of the cards the team needs
are in the clients‟ hands, some are in
the UX team‟s hands.
51. Dealing, drawing, discarding
The remainder of the cards
becomes a draw pile with a
discard pile.
If you can‟t play a card in
order, discard and pick up
another from the draw pile.
If you can‟t play that, the
turn goes to the other role.
52. NEGOTIATE
All of these deliverables have at least one
„hurdle‟ – a point of conflict which will
require the UX role players to negotiate.
You can‟t finish a deliverable without
negotiating. You don‟t get points for
deliverables you don‟t finish.
53. Negotiation rules:
Tip Cards
When the UX Team negotiates,
they must do two things:
1. Pick up a “Tip Card” and read
it aloud to the team.
54. Negotiation rules:
Chips
2. Pay your client three chips.
The Client team can decide,
based on the skill of the
negotiator, to pay back some,
none, or all of the three chips.
55. Timing and Game Play
The game is in three phases:
Discovery: Deliverables 1 – 4
Research and Design Studio Workshop: Deliverables 5 - 8
Design: Deliverables 9 - 10
We‟ll take 15 minutes per phase – I‟ll time you.
57. Feedback
Was the negotiation hard enough? Too hard? Why?
Did you feel engaged enough with the story? What would
make you more engaged?
Did you recognize the conflicts? What could be done to
enhance them?
Did the tip cards make sense? Were they helpful?
How could the game mechanics be improved?
Welcome to Organizational Parkour – the Negotiation Game for designers
What is parkour? How many people in this room know what parkour is?
To inform and refresh: Most people attribute what’s become the sport of parkourto this man, Georges Hebert (who looks a bit like Sasha Baron Cohen)...Georges Hebert was a physical educator for the French military, and in 1902, he was an officer in the French Navy stationed at St Pierre Martinique when Mount Pélé erupted. St Pierre was destroyed – Hebert was credited personally with saving700 people. In order to do that, while the pyroclastic flows came down the mountain, he had to take the most efficient route possible.Later, when he became a physical educator, wrote a book called the Natural Method. Advocated using obstacle courses for physical training.In light of his experience with Mount Pélé and the French military, he had a sense of public service about physical training, as we do about our jobs: the quote above translates as “be strong to be useful.” In our discipline, we need to be strong in order to be useful, too.
What taking the most efficient route looks like: don’t take the stairs…
Don’t walk around the railing…
Don’t bother to open the gate…
So I am not the first one at the IA Summit to use parkourto talk about design. This is Matt Milan, partner at Normative Design in Toronto, and 4 years ago did workshop on what he called “Innovation Parkour.” Used the obstacles in parkouras a metaphor for the design challenges we’re faced with in innovating in our work, and called on us to practice our craft – as parkour artists practice - so we won’t be spooked by them.
And this is a quote from one of his slides.
For me, the “built environment”in which I do my work is organizations. The barriers I need to leap over as the pyroclastic flows surge down the mountain (okay, as a project manager lashes me with the schedule) are ones that are created by the organizations that hire me.And in fact, so many of us feel like Renaissance artists, painting our doughy, gout-ridden patrons into our frescos because that’s where the meat and potatoes come from. Not a healthy viewpoint…
And from this jaundiced viewpoint,I’ve said this several times on Twitter…
This is extreme, granted… but not without truth. I remembersurprising one of my bosses, once, by telling him: “Every one of the people on your staff is capable of much more innovative, surprising and delighting work than the circumstances here will allow.” And it was great to see him recognize that challenge and subsequently rise to it.
Organizationscan throw up barriers – in both less thoughtful, sclerotic ways and in real ways that might pertain to their size and the amount of coordination that their size requires, the amount of risk in their enterprises’ mission, their level of public accountability, for instance…
Size, leadership and organizational mission beget culture, which Christina Persson and I talked about in our IxD12 presentation…
Personalities, which Kyle Soucy gave a rich presentation on the other day, looking at leadership and participation styles… (see http://www.slideshare.net/usableinterface/i-cant-work-with-you-but-i-need-to for Kyle’s IAS13 presentation)
And the amount and type of organizationalknowledge about design, which was the topic of Alberta Soranzo’s Unicorn talk, yesterday. (see http://www.slideshare.net/atrebla/unicorns-and-other-wild-things for Alberta’s IAS13 talk)A content writer friend of mine likes to say that in a literate society, everyone thinks they’re a writer. And everyone uses the web and their phones and makes documents, so everyone thinks they’re a designer. And it’s true – they might not *be* designers, but they *do* design things…they chose their couch, the cushions on it, the curtains, the shrubs in the garden…for instance…So, people in companies hire me and are enthusiastic, but they don’t really know what I do, and that can quickly devolve to disconnect and anxiety. People have partial ideas about what is design; people have ideas that are heavily slanted to their own personal styles and skill sets, and their org and culture. Conflict often occurs when my client’s idea of what I do is out of sync with what it is I *really* do.
But it’s all okay…
Because the difference between having a wide open field in which to run
And an environment fraught with barriers are two things…
First, switch your attitude: urban or rural, it’s all just terrain. The important thing to realize is that organizations, culture, personalities, and knowledge are not the things *interfering* with our jobs – understanding them IS our job. As in parkour, you need to use the things in the terrain to vault yourself forward.
The second this is practice: Thisis jazz pianist and composer Cecil Taylor’s take on what it means to practice: “You practice so you can invent.Discipline? No…The joy of practicing leads you to the celebration of the creation.”Jazz musicians have frequently said you don’t even know what you’re doing until you’re 50, and if your fingers still work and your lungs and vocal chords are still resonating, you just get better and better. Cecil is 84, now, and at his level, his perspective is that practicing is what you *do*, and performance is the *celebration* of it.
So we’re going to do some joyful practicing this morning – we’re going to play a game.
It’s a role-playing game: some of you will play clients and some of you will play Uxers.
And there’s a story here for you: the story of a project…
Think of this game as your parkour park (this is a pic of a real parkour park in South London…)
And instead of running, leaping, vaulting and shinnying up the obstacles in this project, how you’ll get through this obstacle course is through learning and practicing negotiation skills.
I still think this is the best book to start with on the subject of negotiation. It was written in 1981 by Roger Fisher and William Ury who started the Harvard Negotiation Project.So although Roger Fisher’s experience includes being instrumental in the 1978 Camp David accord between Egypt and Israel, this is still a very accessible book, and it is just as applicable to resolving domestic and business conflicts as labor and international ones. In fact, they make it clear that one of the reasons the book remains powerful is that everyone negotiates, and if you’ve risen to adulthood, at some point you’ve used one, many or all of the techniques the book describes.
The book sets forth the concept of principled negotiation – which not only means “principled” in the sense of “morally upright,” but more means that to negotiate based on agreed-upon principles.
You can’t like everyone, and sometimes you meet someone on a project that really grates on you. Drop it. Sometimes you work with people you adore. Drop that, too. Separate the people from the problem, and bring the correct focus to bear on the latter.
We UX-ersdo this all the time, when we listen beneath the surface of what people say they want, into what they really need. What’s a position? “ I will not come to agreement until I get a faster horse.” Use your mad empathic skills to get at their real interests and needs.
Just as when we designthings, we work best when we invent many different design options… We’re familiar with guiding clients from divergent to convergent thinking…So again, you already have this skill in abundance, as well…
So here’s a riddle:when is negotiation like critique? Answer: both rely on coming to some mutually agreed upon – and thus objective – standards. When we critique, we need to base it on objective principles – like design principles, experience goals, user goals, business goals. And when you negotiate, co-design with your client the goals that the solution to the conflict must meet in order to be successful.
So, in the game we are about to play, there is a fictional project – and here’s the brief.
So in the story of the game, you’re going to modifying content and adding a new mini-application to an existing web property for a large company. And that’s all I’m going to tell you about the project, because you are actually not going to be designing anything, here. Sorry, if that’s what you expected. I intentionally drained all the actual designing from this exercise in order to get you to focus on all the rest of what it takes to get great design out the door.
And this is a pet project for the business sponsors - they've actually been lobbying to add this app to their suite for over two years, and they finally got the funding for it - only to find that they didn't have any in-house resources available to do it. Whoopsie!
Hence they've hired you - and rather hurriedly - before they lose the funding. You've been chosen over three other firms - basically on word of mouth recommendations - and now you're engaged to do the work.
So this is the Statement of Work you supplied them with…which they read and signed in order to get you to work quickly. You’ll see how well they actually read and understood what you proposed as you get into the game…