The document discusses usability, including what it is, why it is important, and how to test for it. It defines usability as a quality attribute that assesses how easy user interfaces are to use. Usability is important because if a product or website is not usable, users will leave and sales or productivity will suffer. The document recommends testing usability throughout the design process, from testing competitors' products early on to testing each iteration of a new design. It provides guidance on planning usability tests, including defining goals, tasks, metrics, and selecting participants and methods. Common metrics mentioned are task success, time on task, errors, efficiency, and learnability over time.
How to Master Product Management Case Studies by fmr Groupon PMProduct School
Main takeaways
- How does one proceed in an interview when given a product case study to solve
- What are some of the most common case questions to practice
- What hiring managers are looking for when asking candidates to solve a product case
- The importance of a good hypothesis
- Best frameworks that can come in handy
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
What is the difference between User Experience and Product Management? Where do you draw the line between the two? How can UXers work better with Product Managers? How can a UXer transition into product management? All these questions and more, answered in this presentation by Jeff Lash for the 2011 St. Louis User Experience conference on Feb 25, 2011.
The Double Diamond Model of Product Definition and ExecutionPeter Merholz
The document outlines a process for product development that includes defining strategy and requirements, iterative design, implementation, and delivery. It involves understanding user needs through activities like market research, prototyping solutions, testing with users, and refining based on feedback before shipping the final product. Design is presented as integral to making strategy concrete and supporting delightful, engaging experiences.
Lean Product Management: The Art of Known UnknownsNatalie Hollier
(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
This document discusses best practices for software product development. It covers:
1. Motivation for focusing on best practices due to trends like globalization, industrialization, and consumerization.
2. The state-of-the-art in science and practice, examining concepts from research areas like information systems, product management, and usability methods, as well as practices from industries like automotive and Apple.
3. Six key best practices are distilled from science and practice: having a clear product vision and leadership, using focused interdisciplinary empowered teams, maintaining a clear product scope, employing an artifact-centric development approach, integrating stakeholders continuously, and taking an incremental milestone-based approach.
This deck aims at providing entrepreneurs, startup employees and young product managers a toolbox of actionable digital product management tools & techniques. It will help them discover, design & launch great products.
Sharing the main lessons from some of my learning experiences in 2015.
Covering insights related to Product Management, User Experience, Cities and some other areas.
Will write in detail on Medium.com about aspects of the top clipped slides of this slideshare.
How to Master Product Management Case Studies by fmr Groupon PMProduct School
Main takeaways
- How does one proceed in an interview when given a product case study to solve
- What are some of the most common case questions to practice
- What hiring managers are looking for when asking candidates to solve a product case
- The importance of a good hypothesis
- Best frameworks that can come in handy
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
What is the difference between User Experience and Product Management? Where do you draw the line between the two? How can UXers work better with Product Managers? How can a UXer transition into product management? All these questions and more, answered in this presentation by Jeff Lash for the 2011 St. Louis User Experience conference on Feb 25, 2011.
The Double Diamond Model of Product Definition and ExecutionPeter Merholz
The document outlines a process for product development that includes defining strategy and requirements, iterative design, implementation, and delivery. It involves understanding user needs through activities like market research, prototyping solutions, testing with users, and refining based on feedback before shipping the final product. Design is presented as integral to making strategy concrete and supporting delightful, engaging experiences.
Lean Product Management: The Art of Known UnknownsNatalie Hollier
(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
This document discusses best practices for software product development. It covers:
1. Motivation for focusing on best practices due to trends like globalization, industrialization, and consumerization.
2. The state-of-the-art in science and practice, examining concepts from research areas like information systems, product management, and usability methods, as well as practices from industries like automotive and Apple.
3. Six key best practices are distilled from science and practice: having a clear product vision and leadership, using focused interdisciplinary empowered teams, maintaining a clear product scope, employing an artifact-centric development approach, integrating stakeholders continuously, and taking an incremental milestone-based approach.
This deck aims at providing entrepreneurs, startup employees and young product managers a toolbox of actionable digital product management tools & techniques. It will help them discover, design & launch great products.
Sharing the main lessons from some of my learning experiences in 2015.
Covering insights related to Product Management, User Experience, Cities and some other areas.
Will write in detail on Medium.com about aspects of the top clipped slides of this slideshare.
The document provides an overview of product management for startups. It discusses what product management is, understanding customer needs, and prioritizing features to maximize return on engineering resources. The key aspects covered include translating business objectives and customer needs into product requirements, defining and tracking metrics, and identifying and planning high-impact product ideas. Understanding customer problems and priorities is emphasized as critical for developing successful products.
This document discusses building product capabilities within large organizations through training. It notes that many organizations struggle to keep up with startups and lack alignment on processes and best practices around product management. The General Assembly training program aims to make organizations more product literate, driven, and skilled at various levels. It provides an overview of its approach, which includes assessing individuals and teams, targeted training options, and measuring the impact of the training through demonstrations, assessments, and surveys to track value over time. The goal is to drive real behavior change around user needs and experience within product teams.
This document discusses different organizational patterns for product management departments. It identifies four common patterns: specialization, external-internal, product area, and emerging. The specialization pattern structures the department into functional roles with rigid responsibilities. The best structure depends on business context, but rigid roles should be avoided. Agile product management aims to be adaptive to changing markets and customer needs.
This document provides an overview of Connected Lab's product development playbook. It describes the different types of cards in the playbook, including Plays, Milestones, and Activities. Plays represent the high-level steps in a project and suggest a project phase. Milestones are key events or meetings. Activities are specific methods that can be used within Plays. The playbook is designed to help teams plan and discuss how to develop products from start to finish using these different card types.
Product management boils down to owning the vision, design, and execution for your product. This presentation walks you through the roles and responsibilities of product managers and attributes of the most successful product folks.
Enjoyed this presentation? Subscribe to my weekly essays at http://www.sachinrekhi.com
The Strategic Role of Product Management
The Strategic Role of Product Management explains why product management is a critical, strategic role in a technology company. One which guides products to be created based on a market need, not because someone thinks it is a good idea.company. One which guides products to be created based on a market need, not because someone thinks it is a good idea.
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
Lean startup, customer development, and the business model canvasgistinitiative
The document discusses key concepts in lean startup methodology, including building business models focused on customer development rather than business plans, developing minimum viable products to test hypotheses, and using an iterative build-measure-learn process. It provides examples of how startups should focus on building products that solve customer pains and create gains rather than features, and emphasizes conducting customer interviews to gather evidence and test hypotheses about the business model.
Mobile landscape in Bucharest & Mobile Academy courses Bülent Duagi
1. Overview of the Mobile landscape in Bucharest:
* Demand increase YoY
* Companies with mobile developers
* Salaries of junior, mid and senior mobile devs
* Market trends
* Mobile development courses
2. Mobile Academy courses:
* iOS Essentials
* Android Essentials
* Mobile UI Design Fundamentals
* Future courses
Strategy to Execution - shipping products while adapting to new information -...Jonny Schneider
This document provides guidance on strategy development and execution. It emphasizes exploring problems through experiments and observations before defining solutions, and iterating strategies based on learning. Key points include:
- Developing strategy starts with understanding business imperatives and current conditions, not by predicting the future.
- Various techniques can be used to explore opportunities, like process analysis, customer research, and prototyping.
- Experiments are used to reduce uncertainty and refine strategies, not prove hypotheses definitively.
- Both software solutions and organizational changes need ongoing experimentation and adaptation as more is learned.
Product Management 101: Techniques for SuccessMatterport
This is a snapshot from a living document. To see the current document, please go to https://goo.gl/yFFrml.
Topics covered include:
- Resources
- General Overview
- The Role of Product Management
- Characteristics of Great Project and Product Managers
- Problem Space and Solution Space
- Customer Personas
- User Stories
- Product Documentation
- Agile Product Development
- Succeeding with Agile from The Lean Playbook
- Analytics, Customer Engagement, & Monetization
- Pricing Strategies
- Overall Leadership and Organizational Development
- Final Guidelines and Recommendations
The document provides an overview of product management. It discusses the differences between products and services, as well as features and benefits from a customer perspective. It also covers product vs. project management, the product life cycle, user experience (UX), technology (tech), business considerations, and the product development process.
The document discusses the principles and practices of Lean Startup as it relates to product management. It defines Lean Startup as focusing on eliminating waste, iterating quickly through build-measure-learn cycles to validate learning and achieve product-market fit. Key aspects of Lean Startup discussed include capturing business model hypotheses, systematically testing plans through experiments, building minimum viable products to test with customers, and iterating based on validated learning to improve the product.
New is Easy but Right is Hard: Hacking Product ManagementBernard Leong
Talk given on 15 Nov 2013, in Hackers & Painters (http://http://hackersandpainters.sg/), Singapore @ Blk 71.
Synopsis: A great product is a synthesis of technology and business thinking. How do we decide what goes into the product and determine the roadmap of the product? How do we establish the balance between the business and technology of the product? In this session, we discuss some interesting lessons learned on product management and why both business leaders and technologists don't get it.
The document outlines a whole product roadmap developed for an application software company providing laboratory information management systems (LIMS) software to genomic labs. The roadmap was created using a framework involving qualitative and quantitative customer research, competitive analysis, and identifying capabilities to address across five dimensions. Key elements of the strategic roadmap included a role-based user interface, API for integration, preconfigured instrument interface, improved search and reporting, regulatory compliance, and partnerships. The roadmap was communicated internally and externally and helped guide the company's product strategy and generate thought leadership.
Change Management for Product ManagersBülent Duagi
Presentation of some core concepts in change management, held during Product Tank, March 2017 in Bucharest, Romania.
Managing change is a core capability of product managers, as the product team has to navigate through lots of changes: market, tech, organizational, strategy, team etc.
For any further questions, reach out @bulent_duagi.
#changeon
This document discusses the benefits of conducting usability testing with people who have disabilities as part of an organization's accessibility testing strategy. Usability testing can help prioritize issues found in accessibility reviews by focusing on tasks that users need to complete. Issues discovered during usability testing include both accessibility problems and usability problems not directly related to accessibility. Involving people with disabilities in usability testing can provide insights not discovered through automated and manual accessibility testing alone. The document provides recommendations for effective usability testing approaches.
Usability engineering is a field that is concerned generally with human-computer interaction and specifically with devising human-computer interfaces that have high usability or user friendliness. It provides structured methods for achieving efficiency and elegance in interface design.
The document provides an overview of product management for startups. It discusses what product management is, understanding customer needs, and prioritizing features to maximize return on engineering resources. The key aspects covered include translating business objectives and customer needs into product requirements, defining and tracking metrics, and identifying and planning high-impact product ideas. Understanding customer problems and priorities is emphasized as critical for developing successful products.
This document discusses building product capabilities within large organizations through training. It notes that many organizations struggle to keep up with startups and lack alignment on processes and best practices around product management. The General Assembly training program aims to make organizations more product literate, driven, and skilled at various levels. It provides an overview of its approach, which includes assessing individuals and teams, targeted training options, and measuring the impact of the training through demonstrations, assessments, and surveys to track value over time. The goal is to drive real behavior change around user needs and experience within product teams.
This document discusses different organizational patterns for product management departments. It identifies four common patterns: specialization, external-internal, product area, and emerging. The specialization pattern structures the department into functional roles with rigid responsibilities. The best structure depends on business context, but rigid roles should be avoided. Agile product management aims to be adaptive to changing markets and customer needs.
This document provides an overview of Connected Lab's product development playbook. It describes the different types of cards in the playbook, including Plays, Milestones, and Activities. Plays represent the high-level steps in a project and suggest a project phase. Milestones are key events or meetings. Activities are specific methods that can be used within Plays. The playbook is designed to help teams plan and discuss how to develop products from start to finish using these different card types.
Product management boils down to owning the vision, design, and execution for your product. This presentation walks you through the roles and responsibilities of product managers and attributes of the most successful product folks.
Enjoyed this presentation? Subscribe to my weekly essays at http://www.sachinrekhi.com
The Strategic Role of Product Management
The Strategic Role of Product Management explains why product management is a critical, strategic role in a technology company. One which guides products to be created based on a market need, not because someone thinks it is a good idea.company. One which guides products to be created based on a market need, not because someone thinks it is a good idea.
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
Lean startup, customer development, and the business model canvasgistinitiative
The document discusses key concepts in lean startup methodology, including building business models focused on customer development rather than business plans, developing minimum viable products to test hypotheses, and using an iterative build-measure-learn process. It provides examples of how startups should focus on building products that solve customer pains and create gains rather than features, and emphasizes conducting customer interviews to gather evidence and test hypotheses about the business model.
Mobile landscape in Bucharest & Mobile Academy courses Bülent Duagi
1. Overview of the Mobile landscape in Bucharest:
* Demand increase YoY
* Companies with mobile developers
* Salaries of junior, mid and senior mobile devs
* Market trends
* Mobile development courses
2. Mobile Academy courses:
* iOS Essentials
* Android Essentials
* Mobile UI Design Fundamentals
* Future courses
Strategy to Execution - shipping products while adapting to new information -...Jonny Schneider
This document provides guidance on strategy development and execution. It emphasizes exploring problems through experiments and observations before defining solutions, and iterating strategies based on learning. Key points include:
- Developing strategy starts with understanding business imperatives and current conditions, not by predicting the future.
- Various techniques can be used to explore opportunities, like process analysis, customer research, and prototyping.
- Experiments are used to reduce uncertainty and refine strategies, not prove hypotheses definitively.
- Both software solutions and organizational changes need ongoing experimentation and adaptation as more is learned.
Product Management 101: Techniques for SuccessMatterport
This is a snapshot from a living document. To see the current document, please go to https://goo.gl/yFFrml.
Topics covered include:
- Resources
- General Overview
- The Role of Product Management
- Characteristics of Great Project and Product Managers
- Problem Space and Solution Space
- Customer Personas
- User Stories
- Product Documentation
- Agile Product Development
- Succeeding with Agile from The Lean Playbook
- Analytics, Customer Engagement, & Monetization
- Pricing Strategies
- Overall Leadership and Organizational Development
- Final Guidelines and Recommendations
The document provides an overview of product management. It discusses the differences between products and services, as well as features and benefits from a customer perspective. It also covers product vs. project management, the product life cycle, user experience (UX), technology (tech), business considerations, and the product development process.
The document discusses the principles and practices of Lean Startup as it relates to product management. It defines Lean Startup as focusing on eliminating waste, iterating quickly through build-measure-learn cycles to validate learning and achieve product-market fit. Key aspects of Lean Startup discussed include capturing business model hypotheses, systematically testing plans through experiments, building minimum viable products to test with customers, and iterating based on validated learning to improve the product.
New is Easy but Right is Hard: Hacking Product ManagementBernard Leong
Talk given on 15 Nov 2013, in Hackers & Painters (http://http://hackersandpainters.sg/), Singapore @ Blk 71.
Synopsis: A great product is a synthesis of technology and business thinking. How do we decide what goes into the product and determine the roadmap of the product? How do we establish the balance between the business and technology of the product? In this session, we discuss some interesting lessons learned on product management and why both business leaders and technologists don't get it.
The document outlines a whole product roadmap developed for an application software company providing laboratory information management systems (LIMS) software to genomic labs. The roadmap was created using a framework involving qualitative and quantitative customer research, competitive analysis, and identifying capabilities to address across five dimensions. Key elements of the strategic roadmap included a role-based user interface, API for integration, preconfigured instrument interface, improved search and reporting, regulatory compliance, and partnerships. The roadmap was communicated internally and externally and helped guide the company's product strategy and generate thought leadership.
Change Management for Product ManagersBülent Duagi
Presentation of some core concepts in change management, held during Product Tank, March 2017 in Bucharest, Romania.
Managing change is a core capability of product managers, as the product team has to navigate through lots of changes: market, tech, organizational, strategy, team etc.
For any further questions, reach out @bulent_duagi.
#changeon
This document discusses the benefits of conducting usability testing with people who have disabilities as part of an organization's accessibility testing strategy. Usability testing can help prioritize issues found in accessibility reviews by focusing on tasks that users need to complete. Issues discovered during usability testing include both accessibility problems and usability problems not directly related to accessibility. Involving people with disabilities in usability testing can provide insights not discovered through automated and manual accessibility testing alone. The document provides recommendations for effective usability testing approaches.
Usability engineering is a field that is concerned generally with human-computer interaction and specifically with devising human-computer interfaces that have high usability or user friendliness. It provides structured methods for achieving efficiency and elegance in interface design.
This document presents a thesis proposal for testing the usability of Optima, a learning management system (LMS) developed by the Finnish company Discendum. Over 200 educational institutions currently use Optima, however it has not achieved widespread success compared to other major LMS platforms. The researcher aims to design and conduct usability tests on the Optima student interface to identify any usability issues. This will involve developing test plans, scenarios and tasks, collecting both qualitative and quantitative data from test participants, and analyzing the results to form recommendations for Optima developers. The goal is to understand how real users interact with Optima and determine if usability problems could be contributing to its slower adoption compared to systems like Moodle.
This document presents a thesis proposal for testing the usability of the Optima learning management system (LMS). Optima is a Finnish LMS developed by Discendum that is used by over 200 educational institutions. However, it has not received as much academic attention as similar LMSs like Moodle. The researcher aims to design and conduct a usability test of the Optima student interface to understand user difficulties and identify areas for improvement. The test plan will be based on literature and involve collecting both qualitative and quantitative data from participants completing tasks. The goal is to analyze the results and provide recommendations to Optima developers.
The document provides an overview of design process and factors that affect user experience in interface design. It discusses various principles and heuristics to support usability, including learnability, flexibility, and robustness. The document outlines principles that affect these factors, such as predictability, consistency and dialog initiative. It also discusses guidelines for improving usability through user testing and iterative design. The document emphasizes the importance of usability and provides several heuristics and guidelines to measure and improve usability in interface design.
The document discusses various methods for measuring user experience (UX), including observing how users interact with an application, listening to their feedback, and analyzing usage data. It recommends conducting task-based observations of users thinking out loud and recording their screens. Surveys can gather general feedback, while specialized questions should avoid bias. Eye tracking and usage logs provide objective data on what users look at and do. Heuristic evaluation involves rating an app against usability best practices. Together, these methods support continuous UX improvement.
This document discusses interaction design and its importance. Interaction design is the art of defining how users interact with products and systems. It focuses on making products useful, usable, engaging and fun for users. Good interaction design facilitates richer interactions between people and products. The document outlines common challenges in interaction design like lack of budget and time. It provides examples of good and bad design and discusses key roles in interaction design projects like research, design, implementation and usability testing. A case study example shows how subtly changing a checkout process reduced sales by breaking the expected interaction flow.
This document provides an overview of usability testing. It defines usability testing as observing real users try to complete typical tasks to evaluate a product. Usability testing is conducted early in the design process to diagnose problems, compare alternatives, and ensure design goals are met. Key things to observe include whether users can complete tasks successfully, find desired information, understand what they are doing, and recover from errors. While usability testing costs depend on the project, budgeting is needed for time, recruiting participants, and potentially equipment rental to properly plan and conduct multiple test sessions.
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
Engineering Research Publication
Best International Journals, High Impact Journals,
International Journal of Engineering & Technical Research
ISSN : 2321-0869 (O) 2454-4698 (P)
www.erpublication.org
The document discusses usability testing at OSU Libraries. It defines usability and lists its 5 key attributes: learnability, efficiency, memorability, errors, and satisfaction. It describes various usability methods like ethnographic studies, scenarios and personas, task analysis, and heuristic evaluation. It focuses on think-aloud user testing where participants verbalize their thoughts as they complete tasks. This enables observers to understand the task completion process. The document promotes applying user testing results to redesigns and lists usability services provided by the U-Team at OSU Libraries.
Usability testing involves having representative users perform tasks and observe where they succeed and struggle. It is important to test individually without help. Initial tests with 5 users are typically enough to identify most usability problems as additional users provide overlapping feedback. Running many small tests with 5 users each and redesigning between tests identifies issues efficiently. While a single user provides initial insights, 3-5 users are needed to account for diversity in behavior. Testing should increase if distinct user groups exist.
Heuristic evaluation is a usability inspection method where 3-5 evaluators examine a user interface and judge its compliance with recognized usability principles called "heuristics." Each evaluator independently explores the interface twice and notes any violations of heuristics, such as consistency, visibility of system status, or flexibility of use. Evaluators then aggregate their findings and rate the severity of identified usability problems to prioritize fixes. With 3-5 evaluators, heuristic evaluation typically identifies around 75% of usability issues in a cost-effective manner.
The document discusses various methods for evaluating user experience design when users are located in different countries, including heuristic evaluation, usability testing, and GOMS analysis. Heuristic evaluation involves having 3-5 evaluators examine a user interface and note where it violates established usability heuristics. Usability testing involves testing an interface with real users performing representative tasks and collecting both quantitative and qualitative data. GOMS analysis estimates the time required to complete tasks based on the number and types of user actions involved.
The document discusses various methods for evaluating user experience design when users are located in different countries, including heuristic evaluation, usability testing, GOMS analysis, and collecting different types of data. Heuristic evaluation involves having 3-5 evaluators examine a user interface and identify usability issues based on usability heuristics. Usability testing involves testing an interface with real users to observe what they do and collect their feedback. GOMS analysis estimates the time and effort required to complete tasks in an interface. It is recommended to use multiple evaluation methods and data types to get a comprehensive understanding of the user experience.
Heuristic evaluation is a usability inspection method where 3-5 evaluators examine a user interface and judge its compliance with recognized usability principles called "heuristics." Each evaluator independently explores the interface twice and notes any violations of heuristics, such as consistency, visibility of system status, or flexibility of use. Evaluators then meet to aggregate their findings and determine the severity of usability problems. With 3-5 evaluators, heuristic evaluation can find around 75% of usability issues in a cost-effective manner.
The document discusses various methods for evaluating user experience design when users are located in different countries, including heuristic evaluation, usability testing, and GOMS analysis. Heuristic evaluation involves having 3-5 evaluators examine a user interface and note where it violates established usability heuristics. Usability testing involves testing an interface with real users performing representative tasks and collecting both quantitative and qualitative data. GOMS analysis estimates the time required to complete tasks based on the number and types of user actions involved.
The document discusses various methods for evaluating user experience design when users are located in different countries, including heuristic evaluation, usability testing, GOMS analysis, and collecting different types of data. Heuristic evaluation involves having 3-5 evaluators examine a user interface and identify usability issues based on established usability heuristics. Usability testing involves testing an interface with real users to observe what they do and collect their feedback. GOMS analysis estimates the time and cognitive effort required to complete tasks in an interface. The document recommends using multiple evaluation methods and data collection approaches to comprehensively evaluate a remote user experience.
The document discusses various methods for evaluating user experience when users are located in different countries, including heuristic evaluation, usability testing, GOMS analysis, and collecting different types of data. Heuristic evaluation involves having 3-5 evaluators examine a user interface and identify usability issues based on established usability heuristics. Usability testing involves testing an interface with real users to observe what they do and collect their feedback. GOMS analysis estimates the time and cognitive load required to complete tasks in an interface. The document recommends using multiple evaluation methods and data collection approaches to comprehensively evaluate remote user experience.
Similar to Accessibility, Usability and User Centred Design (Usabiltiy) (20)
1. The document discusses food practices as situated action, exploring everyday food practices of households through interviews and shop-alongs.
2. It identifies several patterns of situated food practices, such as implicit planning and stocking up on food. These practices are influenced by various household and social factors.
3. The outcomes suggest opportunities for design solutions to help people address food-related challenges and misconceptions. The study demonstrates how understanding everyday practices can inform the design of technologies.
Distributed cognition is an approach that views cognition as extending beyond individuals to include interactions between people and tools or objects in their environment. It recognizes that cognitive processes involve interactions between internal and external representations. Analyzing a distributed cognitive system involves examining how information is propagated through communicative pathways between internal human representations and external artifacts. The DiCoT framework provides dimensions for analyzing physical layout, information flow, and artifacts to understand how a distributed system supports its goals.
This document discusses several cognitive modeling theories relevant to human-computer interaction (HCI), including direct manipulation theory, Norman's theory of action involving gulfs of execution and evaluation, and the Keystroke-Level Model (KLM) and GOMS modeling approaches. It provides examples of how direct manipulation relates to engagement and distance between thoughts and system requirements. It also explains Norman's gulfs of execution and evaluation and provides examples. The document defines the basic operations in KLM like key presses and mouse movements. It describes how GOMS breaks tasks down into goals, operators, methods and selection rules. Finally, it provides an example GOMS model for deleting a file.
Concept mapping is a visual tool to organize and represent knowledge. It involves identifying key concepts and linking them with relationships. The document outlines steps for a group workshop activity where participants will collaboratively identify important contemporary research trends, map the relationships between concepts, and create a shared concept map. Groups will discuss their individual assignments, identify overlapping concepts, fill out a concept relationship matrix, and negotiate relationships. They will then use CMapTools software to build a concept map with the main concepts as the structure, adding other concepts and linking them with verbs to represent the system and its elements.
HCI has evolved over time from focusing on system components and tasks to considering socially embedded interactions. Early HCI emphasized usability and enabling human capabilities through technologies like graphical UIs [first sentence]. As computing expanded beyond workplaces, the field incorporated theories of context, activity, and culture to understand user experiences [second sentence]. Modern HCI focuses on designing with users through methods like prototyping and uses a range of qualitative research approaches to study technology use in natural settings [third sentence].
EstCHI was established in 2010 to promote human-computer interaction in Estonia. It brings together academics and professionals from both public and private sectors through bi-monthly meetings of 70+ people and an annual conference of 300+ attendees from Estonia and neighboring countries. In 2014, EstCHI and Cyprus SIGCHI started hosting annual HCI summer schools for 30+ doctoral students and practitioners, supported by SIGCHI. EstCHI's activities have helped develop HCI education and research in Estonia, including a master's program and growing number of doctoral students and projects applying HCI principles.
This document provides an overview of interaction design. It discusses that interaction design involves shaping digital products for people's use by addressing instrumental, technical, and aesthetic aspects. It also explores possible futures and involves sketching and other representations. The document then summarizes several design paradigms: user-centered design focuses on user needs; activity-centered design focuses on tasks; systems-centered design focuses on system components; and creator-centered design relies on designer skill. It notes that combining all of these paradigms allows interaction design to realize its full potential. Finally, it lists some core courses in the HCI master's program that cover interaction design, user experience evaluation, developing interactive systems, and research methods.
The document discusses methods for evaluating paper prototypes, including inspection methods like cognitive walkthroughs and heuristic evaluations, as well as testing methods like co-discovery and Wizard of Oz testing. It emphasizes evaluating concepts like usefulness, usability, and user experience. Inspection methods involve experts inspecting the prototype, while testing methods involve real users testing the prototype. An effective evaluation protocol uses a mix of methods and focuses on the prototype's supported tasks and affordances. The overall goal is formative evaluation to identify issues preventing users from achieving their goals.
The document discusses different types of prototyping used in interaction design. It describes explorative prototyping which is used to explore system requirements with users, experimental prototyping which assesses if a planned system will be adequate, and evolutionary prototyping where a design evolves through multiple generations. Prototypes can be horizontal, covering many features with little functionality, or vertical with fewer features but more fully described. Prototypes are used to get feedback, explore requirements, and ground discussions. The prototyping process involves following design patterns, creating prototypes for user stories, and iterating the prototypes and stories.
The document describes two labs: IDLab and IMKE. IDLab focuses on designing for ubiquity, sustainability, and emotion. It also runs several projects and COST actions related to design, evaluation, and crowd-sourced information. IMKE is a masters program on interactive media and knowledge environments, focusing on interaction design, digital environments, and ecosystems. It offers courses in design, research methods, and developing interactive systems. Graduates can pursue careers in information architecture, interaction design, and user experience.
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Introduction and Theoretical Foundations of New MediaDavid Lamas
This document outlines an introduction and theoretical foundations course on new media. The course aims to familiarize students with mainstream new media thought from multiple perspectives and situate their studies within the domain. Students will develop an understanding of interactive digital media, learn key theories and models, and develop a professional identity in the field. Assessment includes building a concept map, writing a 4-page essay citing sources, and commenting on peers' essays. Common course tools include blogs, concept mapping software, file sharing, and presentation sharing services.
The document discusses key concepts in new media design including design, interaction design, experience design, design strategy, development lifecycles, and methods/techniques. It describes design as a creative process that establishes qualities of objects and systems. Interaction design focuses on satisfying user needs and behaviors. Experience design addresses why people interact, what they can do, and how they act through objects. Design strategy determines visions and tactics for projects. Common lifecycles are the systematic SDLC and iterative Agile approach. Methods involve personas, scenarios, card sorting, and prototyping.
Slides from the Introduction and Theoretical Foundations of New Media course of the Interactive Media and Knowledge Environments master program (Tallinn University).
Slides from the Introduction and Theoretical Foundations of New Media course of the Interactive Media and Knowledge Environments master program (Tallinn University).
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TLU, Institute of Informatics presentation industry partnersDavid Lamas
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5. What is Usability? Usability is a quality attribute that assesses how easy user interfaces are to use The wordusabilityalso refers to methods for improving ease-of-use during the design process but within this course’s context we will use it as a website’s quality attribute To be usable, a product or service should be: Useful Efficient Effective Satisfying Learnable; and Accessible David Lamas, TLU, 2010 5
6. What is Usability? Usefulness… concerns the degree to which a product enables a user to achieve his or her goals, and is an assessment of the user’s willingness to use the product at all Without usefulness, other measures make no sense, because the product will just sit on the shelf If a system is easy to use, easy to learn, and even satisfying to use, but does not achieve the specific goals of a specific user, it will not be used even if it is given away for free Interestingly enough, usefulness is probably the element that is most often overlooked during experiments and studies in the lab David Lamas, TLU, 2010 6
7. Usefulness, or the lack of it In the early stages of product development, it is usually up to the marketing team to ascertain what product or system features are desirable and necessary before other elements of usability are even considered Lacking that, the development team is hard-pressed to take the user’s point of view and will simply guess or, even worse, use themselves as the user model This is very often where a system-oriented design takes hold Jeffrey Rubin What is Usability? David Lamas, TLU, 2010 7
8. What is Usability? Efficiency… relates to the quickness with which the user’s goal can be accomplished accurately and completely and is usually a measure of time For example, you might set a usability testing benchmark that says 95% of all users will be able to load the software within 10 minutes David Lamas, TLU, 2010 8
9. What is Usability? Effectiveness… refers to the extent to which the product behaves in the way that users expect it to and the ease with which users can use it to do what they intend This is usually measured quantitatively with error rate Your usability testing measure for effectiveness, like that for efficiency, should be tied to some percentage of total users Extending the example from efficiency, the benchmark might be expressed as 95% of all users will be able to load the software correctly on the first attempt David Lamas, TLU, 2010 9
10. What is Usability? Learnability… has to do with the user’s ability to operate the system to some defined level of competence after some predetermined amount and period of training It can also refer to the ability of infrequent users to relearn the system after periods of inactivity David Lamas, TLU, 2010 10
11. What is Usability? Satisfaction… refers to the user’s perceptions, feelings, and opinions of the product, usually captured through both written and oral questioning Users are more likely to perform well on a product that meets their needs andprovides satisfaction than one that does not Typically, users are asked to rate and rank products that they try, and this can often reveal causes and reasons for problems that occur David Lamas, TLU, 2010 11
12. What is Usability? Accessibility No need to go over this subject as it was already addressed last week But yes, this is where all accessibility issues would be accounted for in the broader usability scope of user centred design David Lamas, TLU, 2010 12
13. What is Usability? This means that usability goals and objectives are typically defined in measurable terms of one or more of the former attributes However, making a product usable is never simply the ability to generate numbers about usage, satisfaction, etc. While the numbers can tell us whether something works or not There is a distinctive qualitative element to how usable something is which… is hard to capture with numbers; and is difficult to pin identify has to do with how one interprets the data in order to know how to fix a problem because the behavioral data tells you why there is a problem David Lamas, TLU, 2010 13
14. What is Usability? Unfortunately, usability is invisible If something is going well, you don’t notice it If the temperature in a room is comfortable, no one complains Usability happens along a continuum How usable is your product? Could it be more usable even though users can accomplish their goals? Is it worth improving? Most usability professionals spend most of their time working on eliminating design problems, trying to minimize frustration for users But know that it is a difficult goal to attain for every user of your product It affects only a small part of the user’s experience of accomplishing a goal Although there are quantitative approaches to testing the usability of products, it is impossible to measure the usability of something You can only measure how unusable it is, how many problems people have using something, what the problems are and why David Lamas, TLU, 2010 14
15. Why does usability fail? Common five reason for the delivery of less usable products are: Development focuses on the system Target audiences change and adapt Designing usable products is difficult Team specialists don’t always work in integrated ways Design and implementation don’t always match David Lamas, TLU, 2010 15
16. Why does usability fail? Development focuses on the system David Lamas, TLU, 2010 16
17. Why does usability fail? Development focuses on the system Unfortunately… Designers, engineers, and programmers have traditionally placed the greatest emphasis on the activity component And much less emphasis on the human and the context components The relationship of the three components to each other has also been neglected There is an underlying assumption that because humans are so flexible and adaptable, it is easier for them adapt themselves to the machine, than vice-versa Developers have historically been hired and rewarded not for their inter- personal skills but for their ability to solve technical problems Designers usually go about developing products for end users who were much like themselves David Lamas, TLU, 2010 17
18. Why does usability fail? Target audiences change and adapt The original users of computer-based products were enthusiasts possessing expert knowledge of computers a love of technology the desire to tinker, and pride in their ability to troubleshoot and repair any eventual problem Designers and developers of these products shared similar characteristics In essence, users and developers of these systems were one and the same Not anymore! Today’s user is not even remotely comparable to the designers and developers in skill set, aptitude, expectation, or almost any attribute that is relevant to the design process. David Lamas, TLU, 2010 18
19. Why does usability fail? Designing usable products is difficult Part art, part science, it seems that everyone has an opinion about usability, and how to achieve it This trivializing of usability creates a more dangerous situation than if designers freely admitted that designing for usability was not their area of expertise and began to look for alternative ways of developing products Everyone as an opinion until it is time to evaluate the usability of a product Which requires… Operational definitions; and Precise measurements David Lamas, TLU, 2010 19
20. Why does usability fail? Team specialists don’t always work in integrated ways To improve efficiency, many organizations have broken down the development process into separate components For example… the user interface the help system, and the written materials There is nothing inherently wrong with specialization The difficulty arises when there is little integration of these separate components and poor communication among the different development teams Or when organizations unknowingly exacerbate this lack of integration by usability testing each of the components separately David Lamas, TLU, 2010 20
21. Why does usability fail? Design and implementation don’t always match The design of the user interface and the technical implementation of the user interface are different activities, requiring very different skills This distinction was rarely acknowledged in the past Nowadays however, the challenge of design has increased dramatically due to the need to reach a broader, less sophisticated user population and the rising expectations for ease of use To use a computer analogy, the focus has moved from how it works to how it communicates David Lamas, TLU, 2010 21
22. Why should we care? On the Web… usability is a necessary condition for survival If a website is difficult to use, people leave If the landing page fails to clearly state what a company offers and what users can do on the site, they leave If users get lost on a website, they leave If a website's information is hard to read or doesn't answer users' key questions, they leave There's no such thing as a user reading a website manual or otherwise spending much time trying to figure out an interface There are plenty of other websites available Leaving is the first line of defense when users encounter a difficulty David Lamas, TLU, 2010 22
23. Why should we care? The first law of e-commerce is that if users cannot find the product, they cannot buy it either! David Lamas, TLU, 2010 23
24. Why should we care? Even for an internal audience such as what happens on an intranet Usability is a matter of employee productivity The time users waste being lost on your intranet or trying to understand difficult instructions… is money being wasted by paying them to be at work without getting work done! David Lamas, TLU, 2010 24
25. Why should we care? According to Jakob Nielsen… Current best practices call for spending about 10% of a design project's budget on usability On average, this will more than double a website's desired quality metrics and slightly less than double an intranet's quality metrics For software and physical products, the improvements are typically smaller but still substantial when you emphasize usability in the design process David Lamas, TLU, 2010 25
26. Why should we care? e-Commerce Think of… doubling sales doubling the number of registered users or customer leads or doubling whatever other desired goal motivated your project Intranet In this case, think of doubling usability as cutting training budgets in half and doubling the number of transactions employees perform per hour David Lamas, TLU, 2010 26
28. When should we go about it? Usability plays a role in each stage of the design process resulting in a need for multiple studies These are some of the the main usability testing opportunities: Before starting a new design, test the old design to identify the good parts that you should keep or emphasize, and the bad parts that give users trouble Unless you're working on an intranet, test your competitors' designs to get cheap data on a range of alternative interfaces that have similar features to your own Conduct a field study to see how users behave in their natural habitat Make paper prototypes of one or more new design ideas and test them The less time you invest in these design ideas the better, because you'll need to change them all based on the test results. David Lamas, TLU, 2010 28
29. When should we go about it? And yet more of the the main usability testing opportunities: Refine the design ideas that test best through multiple iterations, gradually moving from low-fidelity prototyping to high-fidelity representations Test each iteration Inspect the design relative to established usability guidelines, whether from your own earlier studies or published standards and research Once you decide on and implement the final design, test it again Subtle usability problems always creep in during implementation Don't defer user testing until you have a fully implemented design If you do, it will be difficult to fix the vast majority of the critical usability problems that the test uncovers. Many of these problems are likely to be structural, and fixing them would require major work The only way to a high-quality user experience is to start user testing early in the design process and to keep testing every step of the way. David Lamas, TLU, 2010 29
30. Where? If usability tests are run at least once a week, it's worth building a dedicated usability laboratory For most companies, however, it's fine to conduct tests in a conference room or an office As long as you can close the door to keep out distractions What matters is that you get hold of real users and sit with them while they use the design A notepad is the only equipment you need. David Lamas, TLU, 2010 30
32. Usability testing Usability testing refers to the systematic experimental evaluation of the interaction between people and the products, equipment, environments, and services they use (McClelland 1995) It evaluates how easy a product is to use and whether it is functional and acceptable (Bogner 1998) Usability test results may not be valid unless the conditions of the test closely match those of actual product use (Cushman & Rosenberg 1991) Therefore, the operating characteristics of the prototype, the tasks, the duration of the test, and the environmental conditions must be realistic Both extreme and typical conditions should be included in the test David Lamas, TLU, 2010 32
33. Planning usability testing The first decision is to establish the usability testing goal and options are… Formative usability testing Formative usability testing is iterative by nature Question might be about… The most significant usability issues preventing users from completing their tasks What works and what do they find frustrating What are the most common errors or mistakes users are making Assessing the improvements being made from one design interaction to the next What usability issues are expected to remain after the product is launched Summative usability testing Summative testing might focus on assessing the usability of a finished product; or comparing the usability of similar products In this case, questions are normally about… How some specific usability goals where meet How does one product compare against the competition Assessing improvements from one product release to the next David Lamas, TLU, 2010 33
34. Planning usability testing Then, user goals must be identified and tasks devised Performance Performance is about what a user does when interacting with a product It is about how useful, efficient, effective, learnable and accessible a product is Satisfaction Its all about what a user says or thinks about her interaction with a product This is something that should especially be accounted for on the user as something to say about using or not a specific product David Lamas, TLU, 2010 34
35. Planning usability testing Selecting the right kind of metrics is the third step Selection of usability metrics should depend on the goal of the study as well as on the user’s goals David Lamas, TLU, 2010 35
37. Planning usability testing Finally, evaluation methods, participants and tools must be selected Evaluation method options are… Lab tests A lab test involves one-on-one sessions between a moderator and the test participants The moderator asks questions and assigns tasks and notes the participant’s behaviour and responses Lab usability tests are normally formative in nature Onsite tests; and Online tests David Lamas, TLU, 2010 37
38. Planning usability testing As for participants, They have a major impact on usability testing findings It is critical that you plan how to include the most representative participants as possible in your study The steps you will go through in recruiting participants are essentially the same whether you are collecting metrics or not If personas were used in de design process, then recruited participants should fall within the perceived user group Otherwise, a general profile should be outlined and the participants should be recruited accordingly If a formative usability test is being run, a small number of participants is required Six are usually enough if no distinct user groups are foreseen, otherwise, each group should have at least 4 members If a summative usability test is being run, then the recommended number of participants number fall between 50 and 100 A valid test might still be run with 20 participants but results can be pale in comparison to running the test with a larger set of users David Lamas, TLU, 2010 38
39. Planning usability testing As tools are concerned, they should be selected bearing in mind the data cleanup and data analysis tasks ahead David Lamas, TLU, 2010 39
40. Metrics Performance metrics Task success Binary or graded Success or Failure Complete success (with or without assistance), partial success (with or without assistance), Time on task Is normally recorded for successfully accomplished tasks Errors Efficiency Normally a ratio between accomplishment and effort Different authors have established context specific formulas that should be accounted for before deciding on how to measure efficiency Learnability Performance metrics collected over time on distinct product trials At least two should be run in order to assess some lernabilityinicator David Lamas, TLU, 2010 40
41. Metrics Issues-based metrics What is an issue? Anything that prevents task completion Anything that takes someone off-course Anything that creates some level of confusion Anything that produces an error Not seeing something that should be noticed Assuming something is correct when it is not Performing the wrong action Misinterpreting some piece of content Not understanding the navigation How are they identified Normally by analysing performance metric data eventually combined David Lamas, TLU, 2010 41
42. Issues-based metrics After identified, issues usually classified according to their severity Small impact on user experience, few users experiencing issue Low severity Small impact on user experience, many users experiencing issue Medium severity Large impact on user experience, few users experiencing issue Medium severity Large impact on user experience, many users experiencing issue High severity David Lamas, TLU, 2010 42
43. Metrics And others exist such as Self-reported metrics, used for assessing satisfaction among other participant perceived measures Behavioural and physiological metrics of which eye-tracking is one of the most used ones as far as Web usability testing is concerned Combined and comparative metrics based on combinations of the previously mentioned siblings And others such as… Server logs Card-sorting data Open card sorting Closed card sorting Accessibility indicators David Lamas, TLU, 2010 43
44. How many users? When collecting usability metrics, testing 20 users typically offers a reasonably tight confidence interval Many users are required because of the substantial individual differences in user performance When you measure people, you'll always get some who are really fast and some who are really slow Given this, you need to average these measures across a fairly large number of observations to smooth over the variability David Lamas, TLU, 2010 44
45. Large scale usability testing Having said that testing on the region of 20 users offers a significant degree of confidence, in some cases you might want or need to run the test with a larger group of participants The main advantage of running a test with more participants is that as your sample size increases, so does your confidence in the data Large scale usability testing is normally summative in nature Large scale usability testing is normally conducted remotely Using some sort of an online tool for task setting, user monitoring and data collection David Lamas, TLU, 2010 45
46. Large scale usability testing Large scale usability testing procedure should probably be Carefully planned; and Should probably be itself usability tested David Lamas, TLU, 2010 46
47. Tools ClickTale ClickTale is a paid hosted service that tracks user keystrokes, mouse clicks and moves and the time it takes for users to move around a web page Single user sessions are saved as a movie with a large round circle around the user’s cursor so it’s easier to see A nice feature is the ability to show aggregated data in the form of heat maps or as reports The heat maps display red hot zones where most users spend longer periods, and blue or cold areas where your users spend the least amount of time Another nice feature is the Form Analytics tool which displays aggregate form field information This information includes time of field completion, the number of entries and clicks as well as which form fields have the highest abandonments, or take the longest to complete, or have the most back-tracks due to errors or confusion. David Lamas, TLU, 2010 47
50. Tools Loop11 Loop11 is a unique usability testing tool in that it allows unmoderated remote usability testing using actual users A researcher provides a simple task to a user, for example, finding a particular type of gift book for a relative on a book site, then tracking user interaction The data is presented via reports of task completion rate, time on task, common fail pages, paths and a nice detailed path analysis for each users. Loop11 does not require software to be loaded on a web site As is mentioned on the Loop11 web site, this means remote unmoderated usability testing can be done on your competitor’s web site Because real users are being tested, Loop11’s results will be accurate, or at least as accurate as the real users are. David Lamas, TLU, 2010 50
53. Tools And many others are available Check Craig Tomlin’s list at http://www.usefulusability.com/24-usability-testing-tools/ David Lamas, TLU, 2010 53
55. Discount usability Usability specialists will often propose using the best possible methodology This is what they have been trained to do Unfortunately, it seems that the best is the enemy of the good to the extent that insisting on using only the best methods may result in having no methods used at all David Lamas, TLU, 2010 55
56. Discount usability The alternative is to use discount usability or… guerrilla usability Guerrilla usability is based on the use of the following three techniques Scenarios Simplified thinking aloud Heuristic evaluation Additionally, the basic principle of early focus on users should of course be followed It can be achieved in various ways, including simple visits to potential or future user locations David Lamas, TLU, 2010 56
57. Scenarios Scenarios are a kind of prototyping The entire idea behind prototyping is to cut down on the complexity of implementation by eliminating parts of the full system Horizontal prototypes reduce the level of functionality and result in a user interface surface layer, while vertical prototypes reduce the number of features and implement the full functionality of those chosen David Lamas, TLU, 2010 57 horizontal prototype scenario vertical prototype
58. Scenarios Scenarios take prototyping to the extreme by reducing both the level of functionality and the number of features By reducing the part of interface being considered to the minimum, a scenario can be very cheap to design and implement, but it is only able to simulate the user interface as long as a test user follows a previously planned path Since the scenario is small, we can afford to change it frequently, and if we use cheap, small thinking aloud studies, we can also afford to test each of the versions Therefore scenarios are a way of getting quick and frequent feedback from users. Scenarios can be implemented as paper mock-ups or in simple prototyping environments This is an additional savings compared to more complex prototypes requiring the use of advanced software tools David Lamas, TLU, 2010 58
59. Simplified thinking aloud Thinking aloud studies are conducted with psychologists or user interface experts as experimenters who record the subjects actions and perform detailed protocol analysis However, it is possible to run user tests without sophisticated labs, simply by bringing in some real users, giving them some typical test tasks, and asking them to think out loud while they perform the tasks Besides reducing the number of subjects, another major difference between simplified and traditional thinking aloud is that data analysis can be done on the basis of the notes taken by the experimenter instead of by video footage David Lamas, TLU, 2010 59
60. Heuristic Evaluation Current standards and usability guidelines typically have on the order of one thousand rules to follow and are normally seen as intimidating by developers A discount alternative would be to use a small set of heuristics such as Jakob Nielsen’s ten basic usability principles David Lamas, TLU, 2010 60
61. Heuristic evaluation JakobNielsen´s ten basic usability heuristics Visibility of system status Match between system and the real world User control and freedom Consistency and standards Error prevention Recognition rather than recall Flexibility and efficiency of use Aesthetic and minimalist design Help users recognize, diagnose, and recover from errors Help and documentation David Lamas, TLU, 2010 61
62. How many users? With this approach, the best results come from testing no more than 5 users and running as many small tests as you can afford David Lamas, TLU, 2010 62
63. Tools Mac Silverback http://silverbackapp.com/ PC Camtasia http://www.techsmith.com/camtasia.asp (there is also a Mac version) David Lamas, TLU, 2010 63
65. Stage 1 Usability does not matter The main focus is to bring every last bit of performance from the iron David Lamas, TLU, 2010 65
66. Stage 2 Usability is important but good interfaces can surely be designed by the regular development staff as part of their general system design At this stage, no attempt is made at user testing or at acquiring staff with usability expertise David Lamas, TLU, 2010 66
67. Stage 3 The desire to have the interface blessed by the magic wand of a usability engineer Developers recognize that they may not know everything about usability, so they call in a usability specialist to look over their design and comment on it The involvement of the usability specialist is often too late to do much good in the project, and the usability specialist often has to provide advice on the interface without the benefit of access to real users David Lamas, TLU, 2010 67
68. Stage 4 Panic strikes, causing a sudden desire to learn about user interface issues Unfortunately, the main concern is the to bring in usability specialists to advise on the graphic side of the user interfaces from the start Some usability specialists resent this attitude and maintain that it is more important to provide an appropriate interface for the task than to blindly go with a graphic design without prior task analysis Even so, this is an opportunity for usability specialists to get involved in the design process at an earlier stage than the traditional last-minute blessing of a design that cannot be changed much David Lamas, TLU, 2010 68
69. Stage 5 Discount usability engineering sporadically used Typically, some projects use a few discount usability methods, though the methods are often used too late in the development lifecycle to do maximum good Projects that do use usability methods often differ from others in having managers who have experienced the benefit of usability methods on earlier projects Thus, usability acts as a kind of virus, infecting progressively more projects as more people experience its benefits David Lamas, TLU, 2010 69
70. Stage 6 Discount usability engineering systematically used At some point in time, most projects involve some simple usability methods, and some projects even use usability methods in the early stages of system development Scenarios and inexpensive prototyping techniques seem to be very effective weapons for guerrilla usability at this stage David Lamas, TLU, 2010 70
71. Stage 7 Usability group or usability lab founded Many companies decide to expand to a full scale usability approach after having experienced the benefits of discount usability engineering Typically at this time, companies go about setting up usability laboratories; or forming dedicated groups of usability specialists David Lamas, TLU, 2010 71
72. Stage 8 Usability permeates the lifecycle The final stage is rarely reached since even companies with usability groups and usability labs normally do not have enough usability resources to employ all the methods one could wish for at all the stages of the development lifecycle However, there are some, often important, projects that have usability plans defined as part of their early project planning and where usability methods are used throughout the development lifecycle David Lamas, TLU, 2010 72
73. Usability In the end understanding what usability is all about fosters the development of a working for the greater good sense in all involved in a product’s life cycle Usability specialist or not David Lamas, TLU, 2010 73
75. Suggested viewing The Design of Future Things http://www.youtube.com/watch?v=wQmwEjL6K1U&feature=PlayList&p=8C50465DE4A494CF&playnext_from=PL&playnext=1&index=11 Don Norman talk at Stanford University (one of the gurus) Sketching and Experience Design http://www.youtube.com/watch?v=xx1WveKV7aE&feature=channel Bill Buxton talk at Stanford University (not as good a presenter as Don Norman but very interesting and relevant) David Lamas, TLU, 2010 75
76. Elective readings Hollingsed, T. and Novick, D. G. 2007. Usability inspection methods after 15 years of research and practice. InProceedings of the 25th Annual ACM international Conference on Design of Communication (El Paso, Texas, USA, October 22 - 24, 2007). SIGDOC '07. ACM, New York, NY, 249-255. Sauro, J. and Kindlund, E. 2005. A method to standardize usability metrics into a single score. In Proceedings of the SIGCHI Conference on Human Factors in Computing Systems (Portland, Oregon, USA, April 02 - 07, 2005). CHI '05. ACM, New York, NY, 401-409.. Ivory, M. Y. and Hearst, M. A. 2001. The state of the art in automating usability evaluation of user interfaces. ACM Comput. Surv. 33, 4 (Dec. 2001), 470-516. Hornbæk, K. and Frøkjær, E. 2008. Making use of business goals in usability evaluation: an experiment with novice evaluators. In Proceeding of the Twenty-Sixth Annual SIGCHI Conference on Human Factors in Computing Systems(Florence, Italy, April 05 - 10, 2008). CHI '08. ACM, New York, NY, 903-912. Andreasen, M. S., Nielsen, H. V., Schrøder, S. O., and Stage, J. 2007. What happened to remote usability testing?: an empirical study of three methods. In Proceedings of the SIGCHI Conference on Human Factors in Computing Systems(San Jose, California, USA, April 28 - May 03, 2007). CHI '07. ACM, New York, NY, 1405-1414. Chiasson, S., Biddle, R., and van Oorschot, P. C. 2007. A second look at the usability of click-based graphical passwords. In Proceedings of the 3rd Symposium on Usable Privacy and Security (Pittsburgh, Pennsylvania, July 18 - 20, 2007). SOUPS '07, vol. 229. ACM, New York, NY, 1-12. Als, B. S., Jensen, J. J., and Skov, M. B. 2005. Comparison of think-aloud and constructive interaction in usability testing with children. In Proceedings of the 2005 Conference on interaction Design and Children (Boulder, Colorado, June 08 - 10, 2005). IDC '05. ACM, New York, NY, 9-16. Gould, J. D. and Lewis, C. 1985. Designing for usability: key principles and what designers think. Commun. ACM 28, 3 (Mar. 1985), 300-311. Dicks, R. S. 2002. Mis-usability: on the uses and misuses of usability testing. In Proceedings of the 20th Annual international Conference on Computer Documentation (Toronto, Ontario, Canada, October 20 - 23, 2002). SIGDOC '02. ACM, New York, NY, 26-30. David Lamas, TLU, 2010 76
77. Further readings Niesen and Loranger 2006. Prioritizing Web usability, New Riders Tullis and Albert 2008. Measuring the user experience, Morgan Kaufmann Albert et al. 2010. Beyond the usability lab, Morgan Kaufmann David Lamas, TLU, 2010 77
78. Relevant links Donald Norman’s website http://www.jnd.org/books.html Jakob Nielsen’s site on usability http://www.useit.com/ (not always consensual) Jared Spool’s company http://www.uie.com/ (with links to interesting case studies) Steve Krug’s consultancy website http://www.sensible.com/ Bill Buxton’s website http://www.billbuxton.com/ US governmental usability support service http://www.usability.gov/ (as dull as a governmental service but rather useful ) David Lamas, TLU, 2010 78