Download as PDF, PPTX
Uploaded byRob Keefer
Tranquilty Over Tubulence
The document outlines seven principles for achieving peace of mind in user experience design: ensuring systems work as expected, maintaining awareness of progress, embedding quality, understanding system relationships, minimizing distractions, fostering collaboration, and managing complexity. It emphasizes the importance of user expectations, the impact of interruptions on performance, and the need for clear communication among stakeholders. The text is supported by references to various studies and frameworks relevant to user experience and agile methodologies.
More Related Content
Similar to Tranquilty Over Tubulence
Tranquilty Over Tubulence
- 1. Tranquility Over Turbulence RobKeefer @rbkeefer
- 2. @rbkeefer Developer User Advocate Data Scientist CraftSolid Software Make People Awesome Follow a Process
- 3.
- 4.
- 5.
- 6.
- 7. @rbkeefer Optimal Experience “Assembly ofJapanese bicycle require great peace of mind.” ~ Robert Pirsig, Zen and the Art of Motorcycle Maintenance
- 8.
- 9. @rbkeefer Seven Principles forPeace of Mind Things should Work as Expected Always Know How Things Are Going Quality is Baked In Always Know How the Parts Relate to the Whole Interaction should be Distraction Free Things Go Better when Done with Others Embrace Your Complexity and No One Else’s
- 10. @rbkeefer Things Should Work asExpected
- 11. @rbkeefer Things Should Workas Expected
- 12. @rbkeefer Expectations are premeditateddisappointments. Things Should Work as Expected
- 13. @rbkeefer User Expectations ofSystem Performance: • Respond within one second to avoid interrupting a user’s flow of thought • Distraction and performance of other tasks if an application’s response time exceeds ten seconds • Complete sub-tasks in less than a minute • Complete an entire task in less than ten minutes. Things Should Work as Expected Nielsen, J. (2009) Powers of 10: Time Scales in User Experience.
- 14. @rbkeefer Manage Expectations: •Align expectationswith use •Perception is reality Things Should Work as Expected Turner, S. (2008). Selling the Sizzle: The Importance of Managing Expectations. User Experience Magazine, 7(2).
- 15. @rbkeefer Unknown expectations willgo unmet. Things Should Work as Expected
- 16. @rbkeefer Seven Principles forPeace of Mind Things should Work as Expected
- 17. @rbkeefer Always Know HowThings Are Going
- 18. @rbkeefer Always Know HowThings are Going Tactical Pivotal Strategic
- 19. @rbkeefer Tactical: Daily standupmeetings; Quality measures Pivotal: Relative progress toward cycle goals Strategic: Frequency of production releases; Backlog growth Always Know How Things are Going Applied to Agile Teams:
- 20. @rbkeefer Tactical: Daily homework; Test/ quiz scores Pivotal: Periodic grade cards Strategic: Grade level completion; Graduation Applied to Children’s Grades: Always Know How Things are Going
- 21. @rbkeefer Seven Principles forPeace of Mind Things should Work as Expected Always Know How Things Are Going
- 22.
- 23.
- 24. @rbkeefer Engineering Quality Measures: •Correctness • Reliability • Robustness • Integrity • Efficiency • Testability • Maintainability • Flexibility • Resilience • Portability • Interoperability • Generality • Functionality • Validity • Etc. Quality is Baked In
- 25. @rbkeefer Users Measure Quality(SUS): No Trust Some Trust Begrudging Use Cynical Satisfaction Basic Promises Fulfilled Fits Environment No Negative Consequences Delights Quality is Baked In Bangor, A., et al. (2009) Determining what Individual SUS Scores Mean: Adding an Adjective Rating Scale. Journal of Usability Studies, 4(3). pp. 114 - 123.
- 26. @rbkeefer Quality is BakedIn Net Promoter Score: Loyal Enthusiasts Satisfied / Unenthusiastic Unhappy Customers
- 27. @rbkeefer Seven Principles forPeace of Mind Things should Work as Expected Always Know How Things Are Going Quality is Baked In
- 28. @rbkeefer Always Know Howthe Parts Relate to the Whole
- 29. @rbkeefer Always Know Howthe Parts Relate to the Whole
- 30. @rbkeefer Always Know Howthe Parts Relate to the Whole
- 31. @rbkeefer Organizations which designsystems … are constrained to produce designs which are copies of the communication structures of these organizations. ~ Melvin Conway, 1967 Software Architecture Always Know How the Parts Relate to the Whole
- 32. @rbkeefer Always Know Howthe Parts Relate to the Whole Information Architecture Keefer, R. (2015) Creating a DoGo Map: A Step-by-Step Guide. User Experience Magazine. February. Vol. 15(1). http://bit.ly/1zPyfZu Keefer, R. (2015) Adapting Information Architecture for Lean and Agile Environments with DoGo Mapping. UX Magazine. January. No. 1371. http://bit.ly/1DUV6Hh
- 33. @rbkeefer Investors Development Team Costs Business Value Architecture AlwaysKnow How the Parts Relate to the Whole Users Customers Benefits Keefer, R. (2018) Evidence-Based Story Mapping. User Experience Magazine, 18(2).
- 34. @rbkeefer Seven Principles forPeace of Mind Things should Work as Expected Always Know How Things Are Going Quality is Baked In Always Know How the Parts Relate to the Whole
- 35.
- 36. @rbkeefer Interaction Should beDistraction Free
- 37. @rbkeefer Interaction Should beDistraction Free Interruption of a task that required moderate to high cognitive load had a significant impact on: • the time required to complete the task • levels of annoyance and anxiety Bailey, B., et al. (2001) The Effects of Interruptions on Task Performance,Annoyance, and Anxiety in the User Interface. Interact .Vol. 1. Mark, G., et al. (2008) The Cost of Interrupted Work: More Speed and Stress. CHI 2008 Proceedings.
- 38. @rbkeefer Interaction Should beDistraction Free “I have sort of come to rely on interrupts. If I’m not being interrupted, I don’t know what to do. I have to generate an internal interrupt of some sort to get me going.” ~ Manager Hudson, J., et al. (2002) “I’d Be Overwhelmed, But It’s Just One More Thing to Do.:” Availability and Interruption in Research Management. CHI 2002 Proceedings, 4(1).
- 39. @rbkeefer Interaction Should beDistraction Free “I used to be really good at keeping a list of things to do, but once I became a manger, the list slowly disappeared, and now I focus on whatever is in front of me in the moment.” ~ Interview Participant
- 40. @rbkeefer Interaction Should beDistraction Free $300 Million Button Spool, J. (2009) The $300 Million Button. https://articles.uie.com/three_hund_million_button/
- 41. @rbkeefer Interaction Should beDistraction Free $300 Million Button Spool, J. (2009) The $300 Million Button. https://articles.uie.com/three_hund_million_button/ Skip
- 42. @rbkeefer Seven Principles forPeace of Mind Things should Work as Expected Always Know How Things Are Going Quality is Baked In Always Know How the Parts Relate to the Whole Interaction should be Distraction Free
- 43. @rbkeefer Things Go BetterWhen Done with Others
- 44. @rbkeefer Things Go Betterwhen Done with Others
- 45. @rbkeefer Start with ‘we’ ThingsGo Better when Done with Others
- 46. @rbkeefer ‘Make’ people gettogether Start with ‘we’ Things Go Better when Done with Others
- 47. @rbkeefer Begin with yournext new hire ‘Make’ people get together Start with ‘we’ Things Go Better when Done with Others
- 48. @rbkeefer Seven Principles forPeace of Mind Things should Work as Expected Always Know How Things Are Going Quality is Baked In Always Know How the Parts Relate to the Whole Interaction should be Distraction Free Things Go Better when Done with Others
- 49. @rbkeefer Embrace Your Complexity and NoOne Else’s
- 50. @rbkeefer Embrace Your Complexityand No One Else’s
- 51. @rbkeefer Admit that complexityexists Embrace Your Complexity and No One Else’s
- 52. @rbkeefer Determine who ownsthe complexity Admit that complexity exists Embrace Your Complexity and No One Else’s
- 53. @rbkeefer If it’s yourcomplexity - embrace it Determine who owns the complexity Admit that complexity exists Embrace Your Complexity and No One Else’s
- 54. @rbkeefer If it’s yourcomplexity - embrace it Determine who owns the complexity Admit that complexity exists Else - push back Embrace Your Complexity and No One Else’s
- 55. @rbkeefer Seven Principles forPeace of Mind Things should Work as Expected Always Know How Things Are Going Quality is Baked In Always Know How the Parts Relate to the Whole Interaction should be Distraction Free Things Go Better when Done with Others Embrace Your Complexity and No One Else’s
- 56.
- 57. @rbkeefer Things should Workas Expected User TeamClient Simple Cohesive Feedback Tools Tests Environment Integrity Engaged Quality
- 58. @rbkeefer Always Know howThings are Going User TeamClient Breadcrumbs Clear Labels Appropriate Navigation Transparency Clarity Certainty Test Results Team Capacity Build/Deploy Status
- 59. @rbkeefer Quality is BakedIn User TeamClient “Just Works” Assurance Clear communication Verify information architecture Clarify taxonomy Test interaction design Code coverage (60% min) Continuous integration/testing/deployment Short concise methods
- 60. @rbkeefer Always Know howthe Parts are Related to the Whole User TeamClient Impact of risks Relate demo to release plan Understand domain Interactions affect domain Understand architectures Understand effect of change
- 61. @rbkeefer Interaction should beDistraction Free User TeamClient Low cost of failure Limit use of pop-ups Focus Limit external distractions Planned feedback Published agenda Finish early Focused communication
- 62. @rbkeefer Things Go Betterwhen Done with Others User TeamClient Identify all stakeholders Invite stakeholders into process Identify primary interactions Provide open communication Open team communication Direct contact with PO Timely answers to questions
- 63. @rbkeefer Embrace Your Complexityand No One Else’s User TeamClient Embrace domain decisions Shun technical complexity Embrace domain complexity Shun technical complexity Embrace technical complexity Shun domain decisions
- 64. @rbkeefer Seven Principles forPeace of Mind Things should Work as Expected Always Know How Things Are Going Quality is Baked In Always Know How the Parts Relate to the Whole Interaction should be Distraction Free Things Go Better when Done with Others Embrace Your Complexity and No One Else’s
- 65. @rbkeefer References • Bailey, B.,et al. (2001) The Effects of Interruptions on Task Performance, Annoyance, and Anxiety in the User Interface. Interact . Vol. 1. • Bangor, A., et al. (2009) Determining what Individual SUS Scores Mean: Adding an Adjective Rating Scale. Journal of Usability Studies, 4(3). pp. 114 - 123. • Csikszentmihalyi, M. (1990). Flow: The psychology of optimal experience. New York: Harper & Row. • Hudson, J., et al. (2002) “I’d Be Overwhelmed, But It’s Just One More Thing to Do.:” Availability and Interruption in Research Management. CHI 2002 Proceedings, 4(1). • Keefer, R. (2018) Evidence-Based Story Mapping. User Experience Magazine, 18(2). https://bit.ly/2PXESZv • Keefer, R. (2015) Creating a DoGo Map: A Step-by-Step Guide. User Experience Magazine. February. Vol. 15(1). http://bit.ly/1zPyfZu • Keefer, R. (2015) Adapting Information Architecture for Lean and Agile Environments with DoGo Mapping. UX Magazine. January. No. 1371. http://bit.ly/1DUV6Hh • Keefer, R. (2014) Designing for Peace of Mind: Almost Getting to Flow. User Experience Magazine. Vol. 14(2). pp. 24-26. http://bit.ly/ 1B6ZCTZ • Mark, G., et al. (2008) The Cost of Interrupted Work: More Speed and Stress. CHI 2008 Proceedings. • Matsudaira, K. (2018) Bad Software Architecture is a People Problem. Communications of the ACM, 59(9). • Nielsen, J. (2009) Powers of 10: Time Scales in User Experience. https://www.nngroup.com/articles/powers-of-10-time-scales-in-ux/ • Spool, J. (2009) The $300 Million Button. https://articles.uie.com/three_hund_million_button/ • Turner, S. (2008). Selling the Sizzle: The Importance of Managing Expectations. User Experience Magazine, 7(2).
- 66. @rbkeefer Rob Keefer, PhD rob.keefer@ilwllc.com Continuethe Conversation