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.

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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Cheat Your Way With UX Cheat Your Way With UX Presentation Transcript

  • with UX? Cheat your way... Stephanie TroethBeyond Tellerrand, 2011. Düsseldorf With thanks: http://www.flickr.com/photos/pb-n-james/5048927901/
  • Who? Stephanieuser experience strategistuser experience designer jewellery artist Editor-in-Chief, improvisation musician Web Standards Sherpa
  • 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 brand user Hat tip: David Rollert
  • serious exotic! fun! reliable adventurous!business brand useful user Hat tip: David Rollert
  • serious exotic! fun! reliableunique adventurous! business brand useful user Hat tip: David Rollert
  • “9 Steps For Creative Problem Solving” —Ronald Brown http://mashable.com/2011/09/30/creative-problem-solving/
  • 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/
  • 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/
  • 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/
  • 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/
  • 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/
  • 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/
  • 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/
  • 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/
  • 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/
  • 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”
  • Finding Shaping Deciding Identify Gather Examine Incubate Retrieve Differentiate
  • Finding Shaping Deciding Identify Gather Examine Incubate Retrieve DifferentiateProblemNaming
  • Finding Shaping Deciding Identify Gather Examine Incubate Retrieve DifferentiateProblemNaming Problem Framing
  • Finding Shaping Deciding Identify Gather Examine Incubate Retrieve DifferentiateProblem User & MarketNaming Research Problem Framing
  • Finding Shaping Deciding Identify Gather Examine Incubate Retrieve DifferentiateProblem User & Market Create new ideas here!Naming Research Sketch! Prototype! Problem Framing
  • Finding Shaping Deciding Identify Gather Examine Incubate Retrieve DifferentiateProblem User & Market Create new ideas here!Naming Research Sketch! Prototype! Problem Framing
  • bridging research into ideas framing research Identify Gather Examine Incubate Retrieve DifferentiateProblem User & Market Create new ideas here!Naming Research Sketch! Prototype! Problem Framing
  • 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 measure success?
  • businessWhat are the businessconstraints, organisational brandvisions & goals we need totake into account?
  • businessWhat are the businessconstraints, organisational brandvisions & goals we need totake into account? Tool: Stakeholder interviews
  • Tool: The SWOT/SPOT
  • Tool: The SWOT/SPOT Internal factors Problems Strengths or Weaknesses External factors Opportunities Threats
  • Tool: The SWOT/SPOT Internal factors convert Problems Strengths or Weaknesses convert External factors Opportunities Threats
  • Tool: The SWOT/SPOT Internal factors convert Problems Strengths or Weaknesses match convert External factors Opportunities Threats
  • Tool: The SWOT/SPOT Internal factors convert Problems Strengths or Weaknesses match convert External factors Opportunities Threats potential objectives!
  • 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 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
  • businessWhat are our competitorsdoing? brandHow are we different to them?
  • businessWhat are our competitorsdoing? brandHow are we different to them? Tool: Competitive analysis brand, business model, (design) strategy, user base, feature sets
  • “Build it and they will come.” user brand
  • “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?
  • “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
  • 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 runnersvisitor explore compete
  • 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
  • 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 and motivation Establish hypotheses Validate with research Find out what you know and what you don’t know
  • 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. 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.
  • A sound strategy is informed byresearch but conceived withconviction.
  • UXA sound strategy is informed byresearch but conceived withconviction.
  • 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
  • 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
  • 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
  • Competitive analysis SWOT/SPOT Rational/Emotional grid business brandStakeholderinterviews user Design principles User matrices
  • Competitive analysis SWOT/SPOT Rational/Emotional grid unique business brandStakeholderinterviews user Design principles User matrices
  • 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.) 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