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with UX?   Cheat your way...                                      Stephanie TroethBeyond Tellerrand, 2011. Düsseldorf     ...
Who?                   Stephanieuser experience strategistuser experience designer         jewellery artist   Editor-in-Ch...
Who are you?
What is UX?
What makes a unique, great product?      What is UX?
business          technology           user
business                       brand           user      Hat tip: David Rollert
exotic!                                       fun!                                       adventurous!business             ...
serious                                          exotic!                                         fun! reliable            ...
serious                                                   exotic!                                                  fun! re...
“9 Steps For  Creative  Problem Solving”   —Ronald Brown                   http://mashable.com/2011/09/30/creative-problem...
Identify“9 Steps For           Track                           Gather  Creative  Problem Solving”          Execute        ...
Finding                                                  Identify                                 Track                   ...
Finding                                                  Identify                                                         ...
Finding                                                  Identify                                                         ...
Finding                                                  Identify                                                         ...
Finding                                                  Identify              Assessing                                  ...
Finding                                                  Identify              Assessing                                  ...
Finding                                                  Identify              Assessing                                  ...
Finding                                                  Identify              Assessing                                  ...
The great mistake is leaping fromfacts to solutions, skipping over theplay and exploration at the heart offinding new idea...
Finding              Shaping                 Deciding Identify   Gather   Examine Incubate   Retrieve   Differentiate
Finding               Shaping                 Deciding    Identify   Gather   Examine Incubate   Retrieve   DifferentiateP...
Finding                Shaping                 Deciding    Identify    Gather   Examine Incubate   Retrieve   Differentiat...
Finding                Shaping                 Deciding    Identify    Gather   Examine Incubate   Retrieve   Differentiat...
Finding                Shaping                   Deciding    Identify    Gather   Examine Incubate     Retrieve   Differen...
Finding                Shaping                   Deciding    Identify    Gather   Examine Incubate     Retrieve   Differen...
bridging research into ideas   framing research    Identify    Gather   Examine Incubate   Retrieve    DifferentiateProble...
A problem well-defined is aproblem half-solved.                 —John Dewey
Who invented the lightbulb?
business                                   userWhat problem are we solving?What impact do we want to have?How do we measur...
businessWhat are the businessconstraints, organisational    brandvisions & goals we need totake into account?
businessWhat are the businessconstraints, organisational          brandvisions & goals we need totake into account?      T...
Tool: The SWOT/SPOT
Tool: The SWOT/SPOT Internal factors                                     Problems                      Strengths         o...
Tool: The SWOT/SPOT Internal factors                                    convert    Problems                      Strengths...
Tool: The SWOT/SPOT Internal factors                                        convert    Problems                           ...
Tool: The SWOT/SPOT Internal factors                                            convert    Problems                       ...
What are our core values?Who do we want to be        brandwhen we grow up?
What are our core values?Who do we want to be             brandwhen we grow up?   Tool: Rational vs Emotional Grid
Hat tip: David Rollert, whose original method I adapted
emotional                                      rational    Hat tip: David Rollert, whose original method I adapted
emotional                                             rational                 fun               psychic(knows exactly wha...
businessWhat are our competitorsdoing?                                 brandHow are we different to them?
businessWhat are our competitorsdoing?                                                                   brandHow are we d...
“Build it and they will come.”   user                                 brand
“Build it and they will come.”                 userWho are they?                                               brandHow do...
“Build it and they will come.”                                            userWho are they?                               ...
userThe “Run Collector”
1. Establish your axes curious    engaged  social    individual explore    competefrequent    occasional visitor    local
2. Choose two key axes.3. Identify questions. ✦   What do they need? ✦   What do they want? ✦   What can they do?
What can they do?local                      set a record                            stalk other                           ...
What can they do?       local      find new      create most   set a record                    routes        popular      ...
4. Vary your axes, then your questions.5. Rinse and repeat.
key insight
Tool: User modelling with user matrices
Tool: User modelling with user matrices   Uncover your underlying assumptions   Uncover assumptions on behaviour, needs an...
userDesign principles:         brandsynthesising core designrequirements.
Tool: Design principles(for product or page)    Allows people to “peel the onion” in whatever way is useful for    them. T...
A sound strategy is informed byresearch but conceived withconviction.
UXA sound strategy is informed byresearch but conceived withconviction.
Common user research methods                                          surveys                                   card sorti...
Common user research methods                                          surveys                                   card sorti...
Common design tools                                  dynamic                                                              ...
Competitive analysis      SWOT/SPOT            Rational/Emotional grid              business               brandStakeholde...
Competitive analysis      SWOT/SPOT            Rational/Emotional grid  unique              business               brandSt...
Be brave!Don’t be afraid to  experiment.
Be bold!There are many right answers.
Be intentional.Take the time to think.
Thank you!                          (Yes, these slides will be online.)                                                   ...
Cheat Your Way With UX
Cheat Your Way With UX
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Cheat Your Way With UX

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I gave this talk at Beyond Tellerand 2011 on how user experience tools can be used to frame problems better in order to create better (digital) products.

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Transcript of "Cheat Your Way With UX"

  1. 1. with UX? Cheat your way... Stephanie TroethBeyond Tellerrand, 2011. Düsseldorf With thanks: http://www.flickr.com/photos/pb-n-james/5048927901/
  2. 2. Who? Stephanieuser experience strategistuser experience designer jewellery artist Editor-in-Chief, improvisation musician Web Standards Sherpa
  3. 3. Who are you?
  4. 4. What is UX?
  5. 5. What makes a unique, great product? What is UX?
  6. 6. business technology user
  7. 7. business brand user Hat tip: David Rollert
  8. 8. exotic! fun! adventurous!business brand user Hat tip: David Rollert
  9. 9. serious exotic! fun! reliable adventurous!business brand useful user Hat tip: David Rollert
  10. 10. serious exotic! fun! reliableunique adventurous! business brand useful user Hat tip: David Rollert
  11. 11. “9 Steps For Creative Problem Solving” —Ronald Brown http://mashable.com/2011/09/30/creative-problem-solving/
  12. 12. Identify“9 Steps For Track Gather Creative Problem Solving” Execute Examine —Ronald Brown Plan Incubate Differentiate Retrieve http://mashable.com/2011/09/30/creative-problem-solving/
  13. 13. Finding Identify Track Gather Execute Examine Plan Incubate Differentiate Retrieve“9 Steps For Creative Problem Solving” —Ronald Brown http://mashable.com/2011/09/30/creative-problem-solving/
  14. 14. Finding Identify Shaping Track Gather Execute Examine Plan Incubate Differentiate Retrieve“9 Steps For Creative Problem Solving” —Ronald Brown http://mashable.com/2011/09/30/creative-problem-solving/
  15. 15. Finding Identify Shaping Track Gather Execute Examine Deciding Incubate Plan Differentiate Retrieve“9 Steps For Creative Problem Solving” —Ronald Brown http://mashable.com/2011/09/30/creative-problem-solving/
  16. 16. Finding Identify Shaping Track Gather Execute ExamineImplementing Deciding Incubate Plan Differentiate Retrieve“9 Steps For Creative Problem Solving” —Ronald Brown http://mashable.com/2011/09/30/creative-problem-solving/
  17. 17. Finding Identify Assessing Shaping Track Gather Execute ExamineImplementing Deciding Incubate Plan Differentiate Retrieve“9 Steps For Creative Problem Solving” —Ronald Brown http://mashable.com/2011/09/30/creative-problem-solving/
  18. 18. Finding Identify Assessing Shaping Track Gather Execute ExamineImplementing Deciding Incubate Plan Differentiate Retrieve“9 Steps For Creative Problem Solving” —Ronald Brown http://mashable.com/2011/09/30/creative-problem-solving/
  19. 19. Finding Identify Assessing Shaping Track Gather Problem space Execute ExamineImplementing Deciding Incubate Plan Differentiate Retrieve“9 Steps For Creative Problem Solving” —Ronald Brown http://mashable.com/2011/09/30/creative-problem-solving/
  20. 20. Finding Identify Assessing Shaping Track Gather Problem space Execute Examine SolutionImplementing space Deciding Incubate Plan Differentiate Retrieve“9 Steps For Creative Problem Solving” —Ronald Brown http://mashable.com/2011/09/30/creative-problem-solving/
  21. 21. The great mistake is leaping fromfacts to solutions, skipping over theplay and exploration at the heart offinding new ideas. — Scott Berkun, “The Myths of Innovation”
  22. 22. Finding Shaping Deciding Identify Gather Examine Incubate Retrieve Differentiate
  23. 23. Finding Shaping Deciding Identify Gather Examine Incubate Retrieve DifferentiateProblemNaming
  24. 24. Finding Shaping Deciding Identify Gather Examine Incubate Retrieve DifferentiateProblemNaming Problem Framing
  25. 25. Finding Shaping Deciding Identify Gather Examine Incubate Retrieve DifferentiateProblem User & MarketNaming Research Problem Framing
  26. 26. Finding Shaping Deciding Identify Gather Examine Incubate Retrieve DifferentiateProblem User & Market Create new ideas here!Naming Research Sketch! Prototype! Problem Framing
  27. 27. Finding Shaping Deciding Identify Gather Examine Incubate Retrieve DifferentiateProblem User & Market Create new ideas here!Naming Research Sketch! Prototype! Problem Framing
  28. 28. bridging research into ideas framing research Identify Gather Examine Incubate Retrieve DifferentiateProblem User & Market Create new ideas here!Naming Research Sketch! Prototype! Problem Framing
  29. 29. A problem well-defined is aproblem half-solved. —John Dewey
  30. 30. Who invented the lightbulb?
  31. 31. business userWhat problem are we solving?What impact do we want to have?How do we measure success?
  32. 32. businessWhat are the businessconstraints, organisational brandvisions & goals we need totake into account?
  33. 33. businessWhat are the businessconstraints, organisational brandvisions & goals we need totake into account? Tool: Stakeholder interviews
  34. 34. Tool: The SWOT/SPOT
  35. 35. Tool: The SWOT/SPOT Internal factors Problems Strengths or Weaknesses External factors Opportunities Threats
  36. 36. Tool: The SWOT/SPOT Internal factors convert Problems Strengths or Weaknesses convert External factors Opportunities Threats
  37. 37. Tool: The SWOT/SPOT Internal factors convert Problems Strengths or Weaknesses match convert External factors Opportunities Threats
  38. 38. Tool: The SWOT/SPOT Internal factors convert Problems Strengths or Weaknesses match convert External factors Opportunities Threats potential objectives!
  39. 39. What are our core values?Who do we want to be brandwhen we grow up?
  40. 40. What are our core values?Who do we want to be brandwhen we grow up? Tool: Rational vs Emotional Grid
  41. 41. Hat tip: David Rollert, whose original method I adapted
  42. 42. emotional rational Hat tip: David Rollert, whose original method I adapted
  43. 43. emotional rational fun psychic(knows exactly what I was looking for) effective motivating affective (peoples choice) entertaining facilitate magical discussion to play missions encouraging indication of progress surprising allow me to influence — have an impact inspire Hat tip: David Rollert, whose original method I adapted
  44. 44. businessWhat are our competitorsdoing? brandHow are we different to them?
  45. 45. businessWhat are our competitorsdoing? brandHow are we different to them? Tool: Competitive analysis brand, business model, (design) strategy, user base, feature sets
  46. 46. “Build it and they will come.” user brand
  47. 47. “Build it and they will come.” userWho are they? brandHow do they find out about you?Why will they come?Why do they need what you’re building?Why would they choose you over a competitor?
  48. 48. “Build it and they will come.” userWho are they? brandHow do they find out about you?Why will they come?Why do they need what you’re building?Why would they choose you over a competitor? Tool: User matrices Hat tip: David Rollert, whose original method I adapted
  49. 49. userThe “Run Collector”
  50. 50. 1. Establish your axes curious engaged social individual explore competefrequent occasional visitor local
  51. 51. 2. Choose two key axes.3. Identify questions. ✦ What do they need? ✦ What do they want? ✦ What can they do?
  52. 52. What can they do?local set a record stalk other runnersvisitor explore compete
  53. 53. What can they do? local find new create most set a record routes popular route share local insight find new set a record routes stalk other(acquainted) runners find new set a record routes visitor explore compete
  54. 54. 4. Vary your axes, then your questions.5. Rinse and repeat.
  55. 55. key insight
  56. 56. Tool: User modelling with user matrices
  57. 57. Tool: User modelling with user matrices Uncover your underlying assumptions Uncover assumptions on behaviour, needs and motivation Establish hypotheses Validate with research Find out what you know and what you don’t know
  58. 58. userDesign principles: brandsynthesising core designrequirements.
  59. 59. Tool: Design principles(for product or page) Allows people to “peel the onion” in whatever way is useful for them. They can start at the “core” or the peel and never get lost. They find what they are looking for and are continually seeing more interesting and engaging content. Communicate passion for good food. Inspire people to eat and cook and bring them and the producers closer together. Feel seasonal and vibrant, like touring the store. Stimulate senses through impactful images and text in a way that’s clean and uncluttered. Show people in the images, not just product.
  60. 60. A sound strategy is informed byresearch but conceived withconviction.
  61. 61. UXA sound strategy is informed byresearch but conceived withconviction.
  62. 62. Common user research methods surveys card sorting A/B testing focus groups remote testing tools interviews usability testing “listening labs” heuristic evaluation “contextual enquiry” personas close-ended open-ended
  63. 63. Common user research methods surveys card sorting A/B testing focus groups remote testing tools interviews usability testing “listening labs” heuristic evaluation “contextual enquiry” personas close-ended open-ended imp rove the exploring th e s olution problem spac e
  64. 64. Common design tools dynamic realistic prototypes functional paper prototype prototype low-fidelity storyboard functional hi-fidelity specifications flow diagrams hi-level detailed graphic sketches mockups wireframes wireframes content inventory static problem-space solution-space friendly friendly
  65. 65. Competitive analysis SWOT/SPOT Rational/Emotional grid business brandStakeholderinterviews user Design principles User matrices
  66. 66. Competitive analysis SWOT/SPOT Rational/Emotional grid unique business brandStakeholderinterviews user Design principles User matrices
  67. 67. Be brave!Don’t be afraid to experiment.
  68. 68. Be bold!There are many right answers.
  69. 69. Be intentional.Take the time to think.
  70. 70. Thank you! (Yes, these slides will be online.) Stephanie Troeth funny cat photo @sniffles http://about.me/stephtroethMy eternal gratitude to great shoulders I stand upon:‘Femi T Adesina, Chris Baum, Robert Hoekmann Jr., David Rollert, Olivier Thereaux
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