Designing for experience

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    Designing for experience - Presentation Transcript

    1. Designing for Experience Frameworks and Project Stories Marc Rettig Fit Associates Aradhana Goel MAYA Design
    2. Marc Rettig Fit Associates www.fitassociates.com These slides are from a talk presented by Marc Rettig of Fit Associates and Aradhana Goel of MAYA Design, at Adaptive Path’s User Experience Week 2005 in Washington, D.C. This PDF contains two sets of slides combined into one, in the order in which they were presented in D.C. The slides with the colored bars at top and bottom are from Marc. The slides with the black bars at top and bottom are from Aradhana. Questions and comments? Marc Rettig: marc@fitassociates.com Aradhana Goel: goel@maya.com Slides and contents are © 2005, Marc Rettig and Aradhana Goel
    3. PART ONE pages 4 - 16 Designing for experience 17 - 86 Example: Carnegie Library PART TWO 88 - 125 More tools and stories
    4. What is Design?
    5. Why this tea kettle?
    6. Many forces shape its design aesthetics ty co ci pa st ca t ke ar sa m fet y manufacturing efficiency dispo sa l t eigh w g sh in e shippi ag lf s pa ck ce pa n g
    7. Different situations, different people,… …different kettles
    8. Design is a way to create things that fit a particular set of forces To accomplish our work, we must first understand the forces as best we can, then begin attempts to make something that fits the shape they suggest. A good process helps teams manage this difficult work: refine understanding, attempt to fit within their pressures.
    9. The Design Process in a nutshell insights, patterns, frameworks, guidelines UNDERSTAND people, context, ATTEMPT TO FIT use, business, technology stories, mockups, prototypes, product
    10. That’s just about all you need After that, it all depends on: UNDERSTAND ATTEMPT TO FIT the size of the bag of tools you have to bring to bear on each bubble your wisdom in choosing the right tool for the job at hand your success at facilitating a group of people through the process, and nurturing a culture of design for experience
    11. Did I really mean that last point? I’m sometimes accused of being too loose, too abstract, unable to articulate a scaleable, UNDERSTAND ATTEMPT TO FIT enterprise-worthy process. I do of course work with fine-grained steps in a project plan. But I believe a lot of the effort spent teaching and cajoling teams to follow a process would be more productively put into: a) giving them practice at the two-bubble process in lots of situations b) helping people expand their bag of tools and methods c) helping teams become great at facilitating collaborative work
    12. Designing for experience
    13. Exercise One You have one minute… Design a vase.
    14. Exercise Two You have one minute… Design a way for people to enjoy flowers in their home.
    15. Designing for experience makes you change the questions Experience design, or “design for experience” is a name for enlarging scope to consider patterns of life, goals, activity, context, repeated use, learning, sharing, emotion, and more… while applying The Design Process. UNDERSTAND ATTEMPT TO FIT
    16. Design for people doing activities in context To do a good job of this, we have to understand as much as we can about the context, the activity, what else is going on, where people’s attention is focused, what happens before and after, what their goals are, and more.
    17. Example Carnegie Library of Pittsburgh A public service, the building that houses it, the systems that enable it, the people that deliver it
    18. Meet Aradhana Aradhana Goel www.maya.com goel@maya.com
    19. Carnegie Library of Pittsburgh | Information Environment What will future information-rich environments look like?
    20. Carnegie Library of Pittsburgh | Information Environment This needs revolution, not evolution
    21. Carnegie Library of Pittsburgh | Information Environment A disjointed feature-centric system
    22. Carnegie Library of Pittsburgh | Information Environment The underlying issue
    23. Carnegie Library of Pittsburgh | Information Environment Carnegie Library’s goal “. . . a preferred destination for knowledge, entertainment, and social interaction”
    24. Carnegie Library of Pittsburgh | Information Environment Tame complexity, don’t eliminate it
    25. Research
    26. Carnegie Library of Pittsburgh | Information Environment Exploring, Shadowing, Documenting BASIC WAYFINDING QUERY “Where are the restrooms?” TARGETED WAYFINDING QUERY “Where can I find this book?” BASIC QUERY “Do you have a map of Pittsburgh?” SUBSTANTIVE QUERY “What’s a good source for literary criticism about Oliver Twist?”
    27. Carnegie Library of Pittsburgh | Information Environment Interviewing, Brainstorming sessions
    28. Carnegie Library of Pittsburgh | Information Environment Walk a mile in customers’ shoes
    29. Carnegie Library of Pittsburgh | Information Environment Is the library open or closed?
    30. Carnegie Library of Pittsburgh | Information Environment How do I start searching for a book?
    31. Carnegie Library of Pittsburgh | Information Environment I am stupid…I can’t find anything
    32. Carnegie Library of Pittsburgh | Information Environment What do these things mean?
    33. Carnegie Library of Pittsburgh | Information Environment Is this the right place to ask? question?
    34. Carnegie Library of Pittsburgh | Information Environment Why did I repeat my steps…
    35. Carnegie Library of Pittsburgh | Information Environment This was quick!
    36. Carnegie Library of Pittsburgh | Information Environment This is a pure waste of time!
    37. Carnegie Library of Pittsburgh | Information Environment Can I save my search?
    38. Carnegie Library of Pittsburgh | Information Environment Library jargon had permeated the space
    39. Analysis
    40. Carnegie Library of Pittsburgh | Information Environment Who are the customers?
    41. Carnegie Library of Pittsburgh | Information Environment Define the underlying information architecture
    42. Carnegie Library of Pittsburgh | Information Environment Use this framework to describe the customer experience
    43. Carnegie Library of Pittsburgh | Information Environment Use Scenarios reveal breakpoints
    44. Carnegie Library of Pittsburgh | Information Environment Breakpoint patterns reveal systemic issues
    45. Carnegie Library of Pittsburgh | Information Environment Bridging the organizers helps eliminate breakpoints
    46. Carnegie Library of Pittsburgh | Information Environment Principles for designing these bridges
    47. Carnegie Library of Pittsburgh | Information Environment The end of every customer journey should be the beginning of a new one…
    48. Rapid Prototyping
    49. Carnegie Library of Pittsburgh | Information Environment Design for complete customer experience cycle
    50. Carnegie Library of Pittsburgh | Information Environment Design recommendations
    51. Carnegie Library of Pittsburgh | Information Environment Design recommendations
    52. Carnegie Library of Pittsburgh | Information Environment Design recommendations Overview > Research > Analysis > Design
    53. Carnegie Library of Pittsburgh | Information Environment Design recommendations
    54. Carnegie Library of Pittsburgh | Information Environment Design recommendations
    55. Carnegie Library of Pittsburgh | Information Environment Design recommendations
    56. Carnegie Library of Pittsburgh | Information Environment Design principles
    57. Carnegie Library of Pittsburgh | Information Environment Rapid prototypes help to explore options quickly
    58. Return on Investment (ROI)
    59. Carnegie Library of Pittsburgh | Information Environment Prioritizing the design recommendations
    60. Carnegie Library of Pittsburgh | Information Environment How to spend wisely
    61. Carnegie Library of Pittsburgh | Information Environment Project 1: A dynamic information environment
    62. Carnegie Library of Pittsburgh | Information Environment Project 2: A consistent online experience
    63. Carnegie Library of Pittsburgh | Information Environment Project 3: An intuitive catalogue
    64. Design
    65. Carnegie Library of Pittsburgh | Information Environment Taming complexity with dynamic information environment
    66. Carnegie Library of Pittsburgh | Information Environment What is the hierarchy of information?
    67. Carnegie Library of Pittsburgh | Information Environment Make information blueprints for the space blueprints
    68. ask a librarian after Lexicon shifts to user-centered (not system-centered) language Reference desk = Ask a Librarian
    69. ask a librarian Lexicon shifts to user-centered (not system-centered) language Reference desk = Ask a Librarian after Consistent across “user interfaces” from website to physical site…
    70. Circulation desk = Customer Services
    71. Carnegie Library of Pittsburgh | Information Environment Content management system
    72. Carnegie Library of Pittsburgh | Information Environment Information can be published on demand
    73. Carnegie Library of Pittsburgh | Information Environment Orient/Direct people to the scope of the experience
    74. Carnegie Library of Pittsburgh | Information Environment Identify to reinforce
    75. Carnegie Library of Pittsburgh | Information Environment Educate to encourage self-sufficiency
    76. Carnegie Library of Pittsburgh | Information Environment Connect to hidden or relevant information
    77. Testing
    78. Carnegie Library of Pittsburgh | Information Environment Close the loop by testing
    79. Carnegie Library of Pittsburgh | Information Environment Identify patterns to reveal strategic issues
    80. Carnegie Library of Pittsburgh | Information Environment Next steps…
    81. Results so far?
    82. Carnegie Library of Pittsburgh | Information Environment “I am going to hug the librarian. If I could hug the whole library, I would.” 7-year old Monica Salime of Beaver
    83. Results so far?
    84. Let’s take a break
    85. Part two: “Design for experience” tools
    86. Our tools so far • Rich persona, documenting the variety of journeys people have across many systems and interactions • Annotated point-of-view photographs • Breakpoint analysis • Models that map information needs to a model of people’s experience Thanks, Aradhana!
    87. Tools for integrating understanding of many dimensions of experience VasSol CANVAS Alignment wall Task annotation sheets Interactions between roles Sticky storm A detailed description of this project was presented at DUX 2003. It can be downloaded at www.marcrettig.com/writings/DUX_Herzfeldt_Rettig.pdf
    88. VasSol CANVAS Goal Create a commercially viable product based on a government-approved science & engineering prototype CANVAS Problems measures • Scientifically amazing but unusable blood flow prototype without invasive procedures. • No design awareness, pure tech culture • Ease of learning and error-free use were critical to the business model
    89. Task complexity, shown in the working prototype A screen from the working product prototype, before redesign.
    90. Technology + human anatomy A screen from the working product prototype, before redesign.
    91. The “alignment wall”
    92. sequence of activities notes about each task tasks actions / steps / views or screens additional functionality (unnecessary!)
    93. Task sheets For each step of each task, we captured: required information required knowledge or skills people, relationships measures of success barriers to success terminology mental task underlying concerns
    94. Working to understand interaction between roles Radiologist X X X MRI Technician X X Surgeon
    95. Working to understand interaction between roles resolve problems Radiologist review & scan approve images create work with 3D patient identify vessels verify specify quality cuts consult measure study make flow diagnosis MRI Technician Surgeon
    96. Activities, people, tools
    97. Critical task in more detail
    98. “Sticky-storming” the first mockup of the new design
    99. Tools for integrating understanding of many dimensions of experience Appliance manufacturer Bucket-analysis spreadsheet Learning model Persona based on “dimensions of significant difference”
    100. Bucket-analysis spreadsheet “Buckets:” categories of interest, themes, actions,… Research participants Field data: quotes, observations, actions
    101. Zooming in…
    102. The value of the bucket-analysis spreadsheet Yes, it takes time to populate. But then: Reading up and down columns quickly tells you everyone’s story for a particular slice of the data. Arranging columns together makes it easy to synthesize several categories as you read. Reading across a row tells you a single person’s whole story. Arranging rows together helps you see commonalities and differences. Tip: make a blank one of these prior to a prototype test, have observers capture directly into it.
    103. One result: behavioral segments based on learning patterns UNDERSTANDING mastery, virtuosity comfort Insight: successful recovery from mistakes is related to growing mastery of the appliance misunderstanding and its controls. TIME →
    104. Meaningful dimensions of difference For my money, a set of these that shows variation in people’s behavior across an observed set of dimensions is far more useful to the team than a set of narrative “persona.”
    105. Tools for integrating understanding of many dimensions of experience goArmy.com guiding strategy Decision-making timelines Data among the cubicles Immersion workshops
    106. Personal story, mapped from audio tape A Soldier’s story, transcribed from an audio tape of an interview. Timeline views are great for integrating many layers of experience into a single view.
    107. Timeline / collage from story elicitation A kit of parts was invaluable in eliciting the story of Soldier’s decision, including influences, resources, events and emotions.
    108. From another project: timelines synthesized into genres of experience Anne Conners and Kord Brashear, Institute of Design, IIT, 2000
    109. Making data manipulable (and public) During analysis (here, affinity clustering and a few different attempts at models) we surrounded the team’s cubicle area with data from teenagers, mothers, recruiters and soldiers. This has the side effect of beginning to expose everyone to the voice of the people who use the site.
    110. Immersing extended team in the data This work session exposed the extended team and stakeholders to artifacts from the research, as well as the themes that had begun to emerge. Quotes, photographs, letters home, military documents, and more lined the walls.
    111. A little dramatic reading To give everyone a sense of what it is like to be a teenager facing a life decision, and considering the Army as one choice, we read quotes from our research participants to this gathering of the extended team and stakeholders.
    112. Scores and scores of (mostly bad) ideas We then had people brainstorm: “In light of the themes emerging from the data, how would you do your work differently?” The point was not so much to generate the shape of the web site, it was to get this group of people thinking differently about their work, in light of new understanding about people who use it.
    113. Systematic, practical, detailed Overview page Strategic Directive Success Criteria Opportunities Detail page Success Criterion Opportunity Insight from project Supporting quotes and data
    114. Story about possible future, as catalyst – a “Vision prototype!” A vision prototype, technically conservative but organizationally ambitious, showed what it might be like in three years if all the strategic directions were pursued.
    115. The team translates the research Insights from the research begin to shape the next iteration of the site.
    116. BBC Digital Curriculum: Posters of design guidelines An attempt to make design principles from research a part of the daily work culture.
    117. Summary Designing for experience is hard My recommended recipe: • a simple, powerful, generally applicable process • a big bag of methods and tools • use the right tool for the right goal • attend to the gaps, bridges, connections, relationships first, then get the artifacts and interfaces right • work hard at facilitating collaboration
    118. Thank you

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