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Evangelizing User Experience Design




             UX
                              Dustin DiTommaso
                      Dustin@BostonDesignCouncil.com
“Good Design
 is Good 
 Business.
”
        - Thomas Watson, IBM
           1950 (around)
“The Customer
 Experience is the
 Next Competitive
 Battleground.
        ”
          -  erry Gregoire, Dell
           J
“The Customer
 Experience is the
 Next Competitive
 Battleground.
        ”
          -  erry Gregoire, Dell
           J
           1999
What the F UX?
Why are we still defending
  Experience Design?
What is User Experience
        Design?
A DEFINITION:

User Experience is the Perceived
Sum of All interactions, both
positive and negative, that a
customer / user has with a
product or service (brand).
UX Happens with or without
User Experience Design.
UX Happens with or without
User Experience Design.

To ensure a (mostly) positive
outcome, the experience must
be crafted strategically and with
intent.
Who is Responsible for the
User Experience?
EVERYONE
    User Experience Architect / Interaction Designer / Developer / Visual Designer / Program
   Manager / CEO / Usability Analyst / Information Architect / Technical Support / Copywriter /
  Animator / Web Producer / Human Factors Engineer / User Experience Specialist / Customer
   Support Personnel / Design Research / Cognitive Psychologist / User Centered Designer /
 Executive Management / Help Desk / Marketing / Chief Internet Officer / UX Designer / Director
of Technology / Regional Manager / Interface Usability Specialist / Chief Creative Officer / User
 Experience Planner / Digital Art Director / Interaction Specialist / Web Designer / UI Designer /
Interactive Services / Human Factors Analyst / Interactive Developer / HCI Engineer / Marketing
  Manager / UCD Engineer / HR Manager / Usability Researcher / VP Marketing / Accessibility
 Professional / Marketing Director / Web UI Designer / Digital Producer / HCI Analyst / Director
 of Account Services / Usability Engineer / Interactive Producer / User Experience Researcher /
  Project Manager / GUI Designer / Director of Account Services / User Experience Strategist /
   Product Innovation Specialist / Interactive Marketer / CXO / Information Designer / Creative
     Director / Software Engineer / Business Analyst / Testing Coordinator / UX Practitioner/
Titles Donʼt Matter
Titles Donʼt Matter

The UX Vision must be shared
across the Entire Organization.
What if weʼre not there?
Strategies to Elevate and
Integrate User Experience
Design within your
Organization
Strategies to Elevate and
Integrate User Experience
Design within your
Organization

(& your clientsʼ)
01
Know Your Culture




               Culture Matters

                            …
“
… Until I came to IBM, I probably
would have told you that culture was
just one among several important
elements in any organizationʼs
makeup and success, along with
vision, strategy, financials,… I came to
see that culture isnʼt just one aspect
of the game – it is the game. 
                                        ”
          -  ou Gerstner in “Who says Elephants Can’t Dance?”
           L
           (2oo2, p. 182)
ORGANIZATIONAL CULTURE DEFINED:


+ System of shared meaning held by 

  members
+ The way they do things
  -  ow they make decisions & who makes them
   H
  -  ow and with whom they interact
   H
  -  hat they measure, reward and punish
   W
  -  here they allocate resources
   W
  -  ow they work; their pace, standards, etc. 
   H
LEVELS OF CULTURE


Observables
  -  hat is seen, heard, done, etc…
   W


Values, Assumptions, Beliefs
  -  hat we believe is important and true
   W
  -  hat we take for granted
   W
VALUES / ASSUMPTIONS / BELIEFS


Espoused Values / Beliefs
   -  alues / Beliefs that the organization claims to follow
    V
   -  ontained in Annual Reports, Landing Pages, etc.
    C


Enacted Values / Beliefs (Values in Use)
   -  he Values/Beliefs that can be inferred from behavior
    T
   i.e., the values that explain the organizationʼs actions


+ ESPOUSED VALUES ARE EXPLICIT (STATED)
+ ENACTED VALUES ARE IMPLICIT (INTERPRETED)
CULTURES VARY




“ At GM, if you see a snake, the first
  thing you do is hire a consultant on
  snakes. Then you get a committee on
  snakes, and discuss it for a couple
  years… At EDS, the first guy who sees
  the snake kills it.
              R        ”
             -  oss Perot
              on how the culture of General Motors differed from
             EDS, which he founded.
SOME DIFFERENCES IN VALUES / BELIEFS

-  ur success depends on the customer OR customers are to be tolerated.
 O

-  mployees deserve respect OR employees are disposable.
 E

-  ll employees can make major contributions OR ideas come from the top.
 A

-  esults matter most OR the process matters most.
 R

-  est work comes from individuals OR from teams.
 B

- t is better to take risks and have some fail OR always play it safe.
 I

-  o stay alive, we need to keep changing OR maintain the status quo.
 T

-  nly excellence is OK OR OK is OK
 O

-  etʼs do today what could be done tomorrow OR letʼs do tomorrow what
 L
could be done today.
CULTURE: SUMMARY


+ It Matters
+ It Controls
+ It Varies
+ Itʼs Stable
+ Itʼs the Enacted Beliefs and Values
02
Create a Unified UX Vision




          & Take Over the World

                             …
There are many methodologies
for User Experience Design yet
they all have one thing in
common… Usersʼ interests are
at the center of all Activities.
PIANO, PIANO


+ Change is Slow
   -  rganizations are slow to change and
    O
   methodologies are slow to get adopted /
   implemented.


+ Start Slow
   -  ry to fit your methodology in and around
    T
   existing methods.

   -  onʼt be afraid to scale down your approach at
    D
   first. UCD is not “One size fits All.”
ENLIGHTEN WITHOUT LOSING YOUR FRIENDS

01 Know your sh!t craft and be credible. Continually improve. Read 
   books / blogs. Join professional groups, Go to conferences, etc.

02 Make your (already) read books available for colleagues to skim 
   or borrow. Print out valuable articles & white papers as well. 

03 Make your work visible (pen / pencil sketches, whiteboards)

04 Make allies at any level in any department. Champion UX together.

05 Educate and Explain. Donʼt dictate.

06 When giving feedback complement things done well, in addition 

  to making suggestions for improvement. …
ENLIGHTEN WITHOUT LOSING YOUR FRIENDS

07 Set-up monthly multidisciplinary workshops (UX, proj. mgmt., 
   communication) Invite all departments to host.

08 Get everyone involved in testing, brainstorming, evaluating (IDEO) 

09 Strive to get involved in projects as soon as possible.

10 Pick projects you can have the most impact on (if possible).

11 Just do it! Fix UX problems (at least on paper). Offer up the the 
   “discovery” as a “looking for feedback” request.

12 Seize Every Opportunity AND Know when to Quit.
Focus on the User and All
    Else Will Follow.
Focus on the User and All
        Else Will Follow.

If this is true, then whatʼs the Problem?
03
Barriers to a Unified UX Vision




      & How to Break them Down

                             …
COMMON BARRIERS & RESISTANCE

01 No Support with Top Level Management

02 Developers See UX as an obstacle that eats into 

 development time

03 Visual Designers see it as a creative restraint 

 (& eat into “design time”)

04 Marketing feels threatened by research overlap

05 No understanding of what User Experience Design is

 & why it matters
SHOWING VALUE TO SENIOR MANAGEMENT

- mprove In-House Tools & Processes. 
 I
   +intranets, budget tools, forms, daily workflows, tasks, etc.
    = increase worker productivity & satisfaction

-  ngage executive level in UX activities. Ask for opinions.

 E
 (even if you throw them away).

-  nderstand companiesʼ strategic logic and link UX activities to
 U                                                                  
 Business Objectives
However, trying to focus on
$ alone is a risky endeavor.
SHOWING VALUE TO SENIOR MANAGEMENT

- Instead, show how UX fits into the overall Corporate value chain

   -  isk Management: Avoids costly errors
    R

   - mprove Stock Value: Better products lead to greater market 
    I
    share

   -  educed support, training and maintenance costs.
    R

   -  X contributes to longer product shelf life
    U

   -  eeting user goals helps differentiate product
    M

   -  X reduces testing and quality assurance costs
    U
SHOWING VALUE TO DEVELOPMENT TEAM

-  elp to Define Interaction Frameworks and Patterns
 H
     + Allows for Reuse of Code
     + Shorter Development Cycle

-  X activities and web analytic data can work together 
 U
  to tell the whole story (WA = “what” // UX = “why”)

-Increased product quality reduces maintenance and post launch 
 bug fix work
SHOWING VALUE TO DESIGN TEAM

-  X Research allows for Informed Decisions & Less Revisions
 U
    + It Rhymes!
SHOWING VALUE TO MARKETING TEAM

-  hare your Research Work
 S
    + Deliverables like Personas & Use Cases can be shared and 
      refined to benefit both marketing and UX practitioners.

-  arketing and UX can work together to develop a firmʼs Product 
 M
 Offer so that the *Net Delivered Customer Value is maximized for 
 the firmʼs targeted market segments.

                    *Net Delivered Customer Value (NDCV)
                   = Perceived Benefits – Perceived Costs
       = (Value of Product Use + Service + Image + Personal Interaction)
                - (Financial + Time + Energy + Psychic COSTS)
WRAP UP

01 Understand Company Business Concept and Culture

02 Develop an Experience Strategy to support it

03 Collaborate with all departments in your 

 organization

04 Share knowledge & resources as a means to 

 communicate the UX vision

05 Deliver amazing user experiences to your customers
// fin
                   Dustin DiTommaso
         Interaction Design | Design Management

     Dustin@BostonDesignCouncil.com
                         Twitter: @DU5TB1N

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Evangelizing User Experience Design

  • 1. Evangelizing User Experience Design UX Dustin DiTommaso Dustin@BostonDesignCouncil.com
  • 2. “Good Design is Good Business. ” - Thomas Watson, IBM 1950 (around)
  • 3. “The Customer Experience is the Next Competitive Battleground. ” -  erry Gregoire, Dell J
  • 4. “The Customer Experience is the Next Competitive Battleground. ” -  erry Gregoire, Dell J 1999
  • 5.
  • 7. Why are we still defending Experience Design?
  • 8. What is User Experience Design?
  • 9. A DEFINITION: User Experience is the Perceived Sum of All interactions, both positive and negative, that a customer / user has with a product or service (brand).
  • 10. UX Happens with or without User Experience Design.
  • 11. UX Happens with or without User Experience Design. To ensure a (mostly) positive outcome, the experience must be crafted strategically and with intent.
  • 12. Who is Responsible for the User Experience?
  • 13. EVERYONE User Experience Architect / Interaction Designer / Developer / Visual Designer / Program Manager / CEO / Usability Analyst / Information Architect / Technical Support / Copywriter / Animator / Web Producer / Human Factors Engineer / User Experience Specialist / Customer Support Personnel / Design Research / Cognitive Psychologist / User Centered Designer / Executive Management / Help Desk / Marketing / Chief Internet Officer / UX Designer / Director of Technology / Regional Manager / Interface Usability Specialist / Chief Creative Officer / User Experience Planner / Digital Art Director / Interaction Specialist / Web Designer / UI Designer / Interactive Services / Human Factors Analyst / Interactive Developer / HCI Engineer / Marketing Manager / UCD Engineer / HR Manager / Usability Researcher / VP Marketing / Accessibility Professional / Marketing Director / Web UI Designer / Digital Producer / HCI Analyst / Director of Account Services / Usability Engineer / Interactive Producer / User Experience Researcher / Project Manager / GUI Designer / Director of Account Services / User Experience Strategist / Product Innovation Specialist / Interactive Marketer / CXO / Information Designer / Creative Director / Software Engineer / Business Analyst / Testing Coordinator / UX Practitioner/
  • 15. Titles Donʼt Matter The UX Vision must be shared across the Entire Organization.
  • 16. What if weʼre not there?
  • 17. Strategies to Elevate and Integrate User Experience Design within your Organization
  • 18. Strategies to Elevate and Integrate User Experience Design within your Organization (& your clientsʼ)
  • 19. 01 Know Your Culture Culture Matters …
  • 20. “ … Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organizationʼs makeup and success, along with vision, strategy, financials,… I came to see that culture isnʼt just one aspect of the game – it is the game. ” -  ou Gerstner in “Who says Elephants Can’t Dance?” L (2oo2, p. 182)
  • 21. ORGANIZATIONAL CULTURE DEFINED: + System of shared meaning held by 
 members + The way they do things -  ow they make decisions & who makes them H -  ow and with whom they interact H -  hat they measure, reward and punish W -  here they allocate resources W -  ow they work; their pace, standards, etc. H
  • 22. LEVELS OF CULTURE Observables -  hat is seen, heard, done, etc… W Values, Assumptions, Beliefs -  hat we believe is important and true W -  hat we take for granted W
  • 23. VALUES / ASSUMPTIONS / BELIEFS Espoused Values / Beliefs -  alues / Beliefs that the organization claims to follow V -  ontained in Annual Reports, Landing Pages, etc. C Enacted Values / Beliefs (Values in Use) -  he Values/Beliefs that can be inferred from behavior T i.e., the values that explain the organizationʼs actions + ESPOUSED VALUES ARE EXPLICIT (STATED) + ENACTED VALUES ARE IMPLICIT (INTERPRETED)
  • 24. CULTURES VARY “ At GM, if you see a snake, the first thing you do is hire a consultant on snakes. Then you get a committee on snakes, and discuss it for a couple years… At EDS, the first guy who sees the snake kills it. R ” -  oss Perot on how the culture of General Motors differed from EDS, which he founded.
  • 25. SOME DIFFERENCES IN VALUES / BELIEFS -  ur success depends on the customer OR customers are to be tolerated. O -  mployees deserve respect OR employees are disposable. E -  ll employees can make major contributions OR ideas come from the top. A -  esults matter most OR the process matters most. R -  est work comes from individuals OR from teams. B - t is better to take risks and have some fail OR always play it safe. I -  o stay alive, we need to keep changing OR maintain the status quo. T -  nly excellence is OK OR OK is OK O -  etʼs do today what could be done tomorrow OR letʼs do tomorrow what L could be done today.
  • 26. CULTURE: SUMMARY + It Matters + It Controls + It Varies + Itʼs Stable + Itʼs the Enacted Beliefs and Values
  • 27. 02 Create a Unified UX Vision & Take Over the World …
  • 28. There are many methodologies for User Experience Design yet they all have one thing in common… Usersʼ interests are at the center of all Activities.
  • 29. PIANO, PIANO + Change is Slow -  rganizations are slow to change and O methodologies are slow to get adopted / implemented. + Start Slow -  ry to fit your methodology in and around T existing methods. -  onʼt be afraid to scale down your approach at D first. UCD is not “One size fits All.”
  • 30. ENLIGHTEN WITHOUT LOSING YOUR FRIENDS 01 Know your sh!t craft and be credible. Continually improve. Read books / blogs. Join professional groups, Go to conferences, etc. 02 Make your (already) read books available for colleagues to skim or borrow. Print out valuable articles & white papers as well. 03 Make your work visible (pen / pencil sketches, whiteboards) 04 Make allies at any level in any department. Champion UX together. 05 Educate and Explain. Donʼt dictate. 06 When giving feedback complement things done well, in addition to making suggestions for improvement. …
  • 31. ENLIGHTEN WITHOUT LOSING YOUR FRIENDS 07 Set-up monthly multidisciplinary workshops (UX, proj. mgmt., communication) Invite all departments to host. 08 Get everyone involved in testing, brainstorming, evaluating (IDEO) 09 Strive to get involved in projects as soon as possible. 10 Pick projects you can have the most impact on (if possible). 11 Just do it! Fix UX problems (at least on paper). Offer up the the “discovery” as a “looking for feedback” request. 12 Seize Every Opportunity AND Know when to Quit.
  • 32. Focus on the User and All Else Will Follow.
  • 33. Focus on the User and All Else Will Follow. If this is true, then whatʼs the Problem?
  • 34. 03 Barriers to a Unified UX Vision & How to Break them Down …
  • 35. COMMON BARRIERS & RESISTANCE 01 No Support with Top Level Management 02 Developers See UX as an obstacle that eats into development time 03 Visual Designers see it as a creative restraint (& eat into “design time”) 04 Marketing feels threatened by research overlap 05 No understanding of what User Experience Design is & why it matters
  • 36. SHOWING VALUE TO SENIOR MANAGEMENT - mprove In-House Tools & Processes. I +intranets, budget tools, forms, daily workflows, tasks, etc. = increase worker productivity & satisfaction -  ngage executive level in UX activities. Ask for opinions.
 E (even if you throw them away). -  nderstand companiesʼ strategic logic and link UX activities to U Business Objectives
  • 37. However, trying to focus on $ alone is a risky endeavor.
  • 38. SHOWING VALUE TO SENIOR MANAGEMENT - Instead, show how UX fits into the overall Corporate value chain -  isk Management: Avoids costly errors R - mprove Stock Value: Better products lead to greater market I share -  educed support, training and maintenance costs. R -  X contributes to longer product shelf life U -  eeting user goals helps differentiate product M -  X reduces testing and quality assurance costs U
  • 39. SHOWING VALUE TO DEVELOPMENT TEAM -  elp to Define Interaction Frameworks and Patterns H + Allows for Reuse of Code + Shorter Development Cycle -  X activities and web analytic data can work together U to tell the whole story (WA = “what” // UX = “why”) -Increased product quality reduces maintenance and post launch bug fix work
  • 40. SHOWING VALUE TO DESIGN TEAM -  X Research allows for Informed Decisions & Less Revisions U + It Rhymes!
  • 41. SHOWING VALUE TO MARKETING TEAM -  hare your Research Work S + Deliverables like Personas & Use Cases can be shared and refined to benefit both marketing and UX practitioners. -  arketing and UX can work together to develop a firmʼs Product M Offer so that the *Net Delivered Customer Value is maximized for the firmʼs targeted market segments. *Net Delivered Customer Value (NDCV) = Perceived Benefits – Perceived Costs = (Value of Product Use + Service + Image + Personal Interaction) - (Financial + Time + Energy + Psychic COSTS)
  • 42. WRAP UP 01 Understand Company Business Concept and Culture 02 Develop an Experience Strategy to support it 03 Collaborate with all departments in your organization 04 Share knowledge & resources as a means to communicate the UX vision 05 Deliver amazing user experiences to your customers
  • 43. // fin Dustin DiTommaso Interaction Design | Design Management Dustin@BostonDesignCouncil.com Twitter: @DU5TB1N