Understanding is always good

1. Class 7:Understanding is always goodInstructor: Abby Covert

2. Last Class we... 2

3. Last Class we...• Developed elevator pitches to further reﬁne our ideas 2

4. Last Class we...• Developed elevator pitches to further reﬁne our ideas• Learned how hard consensus can be to reach 2

5. Last Class we...• Developed elevator pitches to further reﬁne our ideas• Learned how hard consensus can be to reach• Got homework, due today! 2

6. Last Class we...• Developed elevator pitches to further reﬁne our ideas• Learned how hard consensus can be to reach• Got homework, due today! – Elevator pitches 2

7. Last Class we...• Developed elevator pitches to further reﬁne our ideas• Learned how hard consensus can be to reach• Got homework, due today! – Elevator pitches – Finished goals (continuums and measurable goals) 2

8. Last Class we...• Developed elevator pitches to further reﬁne our ideas• Learned how hard consensus can be to reach• Got homework, due today! – Elevator pitches – Finished goals (continuums and measurable goals) – A reﬁned requirements and feature list 2

9. Last Class we...• Developed elevator pitches to further reﬁne our ideas• Learned how hard consensus can be to reach• Got homework, due today! – Elevator pitches – Finished goals (continuums and measurable goals) – A reﬁned requirements and feature list – A research plan 2

10. I am aninformationarchitectI intend to because I believemake the unclear clear everything is complexput the what architecture framesbefore the how problems, design solves themfacilitate understanding understanding isorganize meaning, always good but it iscreate clarity and equally important toestablish truth not understand support goals, makers clarity is a and users prerequisite of truthby: Abby Covert & Dan Klyn 3

11. I am aninformationarchitectI intend to because I believemake the unclear clear everything is complexput the what architecture framesbefore the how problems, design solves themfacilitate understanding understanding isorganize meaning, always good but it iscreate clarity and equally important toestablish truth not understand support goals, makers clarity is a and users prerequisite of truthby: Abby Covert & Dan Klyn 3

12. What do we want in critique?

13. What do we want in critique?<Type> Designers: You want tospark new insights when reviewingyour work alone or with others.You are trying to avoid:Blank stares, not knowing whereto start, taking coffee breaks toavoid critiquing

14. What do we want in critique?<Type> Designers: You want to Non Designers: You want aspark new insights when reviewing healthy and non opinion-drivenyour work alone or with others. conversation with designers.You are trying to avoid: You are trying to avoid:Blank stares, not knowing where Your opinions being seen asto start, taking coffee breaks to rulings, having a lack of directionavoid critiquing on what feedback to give on the work in process

15. But when critiquing work:What we ALL really want to know is “Does it have legs?”

16. But when critiquing work: What we ALL really want to know is “Does it have legs?”• Is it stable enough to support the weight of use?

17. But when critiquing work: What we ALL really want to know is “Does it have legs?”• Is it stable enough to support the weight of use?• Will it be effective in execution?

18. But when critiquing work: What we ALL really want to know is “Does it have legs?”• Is it stable enough to support the weight of use?• Will it be effective in execution?• Will it stand on it’s own?

19. But when critiquing work: What we ALL really want to know is “Does it have legs?”• Is it stable enough to support the weight of use?• Will it be effective in execution?• Will it stand on it’s own?

20. But when critiquing work: What we ALL really want to know is “Does it have legs?”• Is it stable enough to support the weight of use?• Will it be effective in execution?• Will it stand on it’s own?A good place to start when answering these questions is Evaluating it against heuristic principles.

21. “rules of thumb” “best practices” What is a heuristic?“intuitive judgments” “common sense”

22. Case Studies Patterns & Anti-Patterns What is NOT a heuristic? Stencils Templates

23. We use heuristics to…• Evaluate the strength and quality of what is currently offered to users• Facilitate critique during planning, design and development• Predict the effectiveness of a potential solution

24. Existing Sources for Heuristics

29. • Five sources• Over Fifty principles• Lots of overlap

30. • Five sources• Over Fifty principles• Lots of overlap

31. • Five sources • Easy to learn• Over Fifty principles • Easy to Teach• Lots of overlap • Easy to Implement across contexts, teams and Channels

32. Result: My Proposed 9 Principles from 50 ? 1 wildcard

33. #1 FindableAble to belocated.

34. #1 Is it Findable?q Can users easily locate that which they are seeking?q How is ﬁndability affected across channels and devices?q Are there multiple ways available to access things?q How do external and internal search engines “see” what is provided?q Is information formatted with results in mind?q What is provided to make the delivered results more useful?

35. #2 AccessibleEasilyapproachedand/or entered

36. #2 Is it Accessible?q Can it be used via all expected Be aware that upwards of 20% or more of the channels and devices? world’s population hasq How resilient and consistent is it a disability. when used via “other” channels? The internet is a publicq Does it meet the levels of place. It’s like building a ramp to your building, or accessibility compliance to be refusing to. considerate of those users with </soapbox> disabilities*

37. #3 ClearEasilyperceptible

38. #3 Is it Clear?q Is it easy to understand?q Is the target demographics’ grade and reading level being considered?q Is the path to task completion obvious and free of distraction?q Would a user ﬁnd it easy to describe?

39. TOP 3 Clarity Offenses

40. TOP 3 Clarity Offenses• Corporate underpants: When you are obviously making a navigational decision based on your organizational structure, not user decision paths.

41. TOP 3 Clarity Offenses• Corporate underpants: When you are obviously making a navigational decision based on your organizational structure, not user decision paths.• Inside Baseball: When you are calling something a term that is unclear to anyone that doesn’t work for your company.

42. TOP 3 Clarity Offenses• Corporate underpants: When you are obviously making a navigational decision based on your organizational structure, not user decision paths.• Inside Baseball: When you are calling something a term that is unclear to anyone that doesn’t work for your company.• Weasel Words: When you are being purposefully unclear in language to avoid making a promise or decision about process or commitment to a user.

43. #4 communicativeTalkative,informing,timely

44. #4 Is it communicative?q Is the status, location and permissions of the user obvious?q How is messaging used throughout? Is messaging effective for the tasks and contexts being supported?q Does the navigation and messaging help establish a sense of place that is consistent and orienting across channels, contexts and tasks?

45. #5 UsefulCapable ofproducing thedesired orintended result

46. #5 Is it Useful?q Is it usable? Are users able to complete the tasks that they set out to without massive frustration or abandon?q Does it serve new users as well as loyal users in ways that satisfy their needs uniquely?q Are there a few navigation options that lead where users may want to go next? Are they clearly labeled?

47. #6 CredibleWorthy ofconfidence,reliable

48. #6 Is it Credible?q Is the design appropriate to the context of use and audience?q Is your content updated in a timely manner?q Do you use restraint with promotional content?q Is it easy to contact a real person?q Is it easy to verify your credentials?q Do you have help/support content where it is needed? Especially important when asking for sensitive personal data.

49. #7 ControllableAble to adjust toa requirement

50. #7 Is it Controllable?q Are tasks and information a user would reasonably want to accomplish available?q How well are errors anticipated and eliminated?q When errors do occur, how easily can a user recover?q Are features offered to allow the user to tailor information or functionality to their context?q Are exits and other important controls clearly marked?

51. #8 ValuableOf great use,service andimportance

52. #8 Is it Valuable?q Is it desirable to the target user?q Does it maintain conformity with expectations throughout the interaction across channels?q Can a user easily describe the value?q How is success being measured? Does it contribute to the bottom line?q Does it improve customer satisfaction?

53. #9 LearnableTo fix in themind, in thememory

54. #9 Is it Learnable?q Can it be grasped quickly?q What is offered to ease the more complicated processes?q Is it memorable?q Is it easy to recount?q Does it behave consistently enough to be predictable?

55. #10 DelightfulGreatlypleasing

56. #10 Is it Delightful?q What are your differentiators from other similar experiences or competitors?q What cross channel ties can be explored that delight?q How are user expectations not just met but exceeded?q What are you providing that is unexpected?q What can you take that is now ordinary and make extraordinary?

57. 10 Heuristic IA Principles

58. What time is it? 35

59. What time is it? 35

60. Workshop 36

61. Conduct a heuristic review• Think about the existing systems that you have to interact with to get your project done• Run this heuristic process on that system and document your ﬁnding 37

62. Activity Instructions Step 1: iden6fy Tasks and Channels for evalua6on Task Channel (Context) List 3 core tasks you expect your audience to value over List the channels that their path will put them into contact others with and in what context. Step 2: Split up the principles amongst the team to gather findings<Principle>Finding Severity Impact if FixedList each major finding in as much Cri6cal: Affecting the ability to Describe what would be improved ifdetail as you feel you need to tell the complete a task this was fixed. Think not just aboutstory and capture the severity. users, but also about organizational efficiency Medium: Affecting brand reputation orNote: there will be overlap, so condense perception of experiencea5er your analysis where needed. Low: Non-impacting issues that would be nice to fix

63. Example:Task Channel (Context)Buying a pair of shoes and feeling comfortable about her • Website (browsing)purchase. • eCommerce (purchase) • Email (conﬁrmation) • Mobile (checking email) • Social (bragging)AccessibilityFinding Severity Impact if FixedEmail template is not mobile friendly Medium: Affecting brand reputation or Users are not using email to its fulland had several instances of broken perception of experience advantage today because of the lacklinks when interacted on mobile of mobile friendly style sheet. Wedevices expect a uptick in email click through rate if mobile optimized.

64. Homework• Come together as a team to document your heuristic review. Submit via email by 6 PM Monday 10/29• Each of you should additionally tackle an interview based research activity from your plan. We will be talking about user research in the next class and I want you each to have some trial and error before then. Send me an email before 6 PM Monday 10/29 about your experience. 40

65. Questions?CovertA@newschool.edu @ Abby_The_IA www.Abbytheia.com

Understanding is always good

Understanding is always good

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