In this session, we will explore forms from top to bottom, examining how they work and how their components can be incorporated with other elements to maximize accessibility, improve semantics, and allow for more flexible styling. You’ll get to see the complete picture with forms, including:
* new HTML5 field types;
* validation, error messages & formatting hints;
* how to mark up and style forms for the greatest flexibility in responsive designs; and
* best practices for enhancing forms with JavaScript.
Alt means alternative text. A look at how to write it, thinking about audience, content, context.
These slides are from the Accessibility Summit, 2014. Register for access to recorded sessions:
http://environmentsforhumans.com/2014/accessibility-summit
Презентация систематизирует виды потребительского опыта , рассматривает горизонтальную и вертикальную диффузию - перетекание и трансформацию опыта ;
дает идеи по "оцифровке" величины Customer Expereince в денежном выражении и тактике взаимного преобразования рейтинга СeX в Revenue и обратно.
Kano model and the practical application of it. This time we will go deeper than the surface and explore some secrets that can increase the effectiveness of Kano approach.
This document discusses how attention and cognition work and provides guidance for user experience design based on these principles. It notes that attention is a limited resource that is easily distracted. Good UX design should minimize things competing for the user's attention, account for potential discontinuities when using mobile devices, and reduce unnecessary cognitive load, especially for novice users. The document advocates designing interfaces that are as simple as possible while still meeting user needs.
The Elephant and the Dassie: A Tale of Evolution and KinshipKerry-Anne Gilowey
The evolution of our work and environment has produced new relationships between disciplines, within digital teams, across organisational verticals, in our local design and tech community, and across borders. I gave this talk as the keynote presentation at the UX Craft conference in Cape Town, South Africa on 4 October 2014.
3 Управление требованиями в Agile, Story Mapping для формирования баклога про...Magneta AI
Что такое управление требованиями? Аналитику или Product Owner нужно довести создающую продукт команду до цели максимально быстрым и эффективным образом, не тратя слишком много усилий на переделку написанного или создание ненужного кода.
Как это сделать? Нужно поставить правильную и ясную цель, создать четкий баклог и двигаться вперед, учитывая изменения прямо по ходу проекта.
В этой секции мы попробуем одну из популярнейших практик по совместному сбору требований - Story Mapping: вы научитесь быстро и сообща собирать качественные требования, объединяя усилия заказчиков и разработчиков в едином русле.
In this session, we will explore forms from top to bottom, examining how they work and how their components can be incorporated with other elements to maximize accessibility, improve semantics, and allow for more flexible styling. You’ll get to see the complete picture with forms, including:
* new HTML5 field types;
* validation, error messages & formatting hints;
* how to mark up and style forms for the greatest flexibility in responsive designs; and
* best practices for enhancing forms with JavaScript.
Alt means alternative text. A look at how to write it, thinking about audience, content, context.
These slides are from the Accessibility Summit, 2014. Register for access to recorded sessions:
http://environmentsforhumans.com/2014/accessibility-summit
Презентация систематизирует виды потребительского опыта , рассматривает горизонтальную и вертикальную диффузию - перетекание и трансформацию опыта ;
дает идеи по "оцифровке" величины Customer Expereince в денежном выражении и тактике взаимного преобразования рейтинга СeX в Revenue и обратно.
Kano model and the practical application of it. This time we will go deeper than the surface and explore some secrets that can increase the effectiveness of Kano approach.
This document discusses how attention and cognition work and provides guidance for user experience design based on these principles. It notes that attention is a limited resource that is easily distracted. Good UX design should minimize things competing for the user's attention, account for potential discontinuities when using mobile devices, and reduce unnecessary cognitive load, especially for novice users. The document advocates designing interfaces that are as simple as possible while still meeting user needs.
The Elephant and the Dassie: A Tale of Evolution and KinshipKerry-Anne Gilowey
The evolution of our work and environment has produced new relationships between disciplines, within digital teams, across organisational verticals, in our local design and tech community, and across borders. I gave this talk as the keynote presentation at the UX Craft conference in Cape Town, South Africa on 4 October 2014.
3 Управление требованиями в Agile, Story Mapping для формирования баклога про...Magneta AI
Что такое управление требованиями? Аналитику или Product Owner нужно довести создающую продукт команду до цели максимально быстрым и эффективным образом, не тратя слишком много усилий на переделку написанного или создание ненужного кода.
Как это сделать? Нужно поставить правильную и ясную цель, создать четкий баклог и двигаться вперед, учитывая изменения прямо по ходу проекта.
В этой секции мы попробуем одну из популярнейших практик по совместному сбору требований - Story Mapping: вы научитесь быстро и сообща собирать качественные требования, объединяя усилия заказчиков и разработчиков в едином русле.
Будущее UX методологии и проблемы/«дорожная карта» // RIF'2014Andrew Sikorskiy
Краткий обзор того, как связано UX с продуктовой и бизнес-разработкой, типовые проблемы становления и развития методологии и профессии и «дорожная карта» развития профессии
The document discusses applying UX strategy and assessing a company's UX maturity level. It defines three levels of UX maturity - operational, tactical, and strategic - and describes how deeply designers become engaged in product development at each level. The document also stresses that a company's own maturity must be sufficient to support UX strategy. It provides a framework for assessing a company's resources, processes, and priorities to understand its "UX environment" and determine where improvements may be needed to successfully implement a UX strategy.
Why users can't find answers in help materialTom Johnson
See this post on my blog for more details: http://idratherbewriting.com/2013/10/23/recording-and-slides-for-why-users-cant-find-answers-in-help-presentation-to-stc-silicon-valley/
Additionally, you can listen and watch the youtube recording here: https://www.youtube.com/watch?v=49F3rBSO_Vs
This presentation shares the journey I’ve been on, from trying to shape and influence a user’s path, to creating sandbox environments in which people can play and amaze us!
______
Designers are trained to guide users toward predetermined outcomes, but is there a better use of this persuasive psychology? What happens if we focus less on influencing desired behaviors and focus more on designing ‘sandboxes’: open-ended, generative systems? And how might we go about designing these spaces? It’s still “psychology applied to design”, but in a much more challenging and rewarding way!
In this talk, I’ll share the journey I’ve been on, from trying to shape and influence a user’s path, to creating these sandbox environments. You’ll learn why systems such as Twitter, Pinterest, and Minecraft are so maddeningly addictive, and what principles we can use to create similar experiences. We’ll look at education and the work of Maria Montessori, who wrote extensively about how to create learning environments that encourage exploration and discovery. And we’ll look at game design, considering all the varieties of games, especially those carefully designed to encourage play — a marked contrast with progression games designed to move you through a series of ever-increasing challenges, each converging upon the same solution. Finally, we’ll look at web applications, and I’ll share how this thinking might influence your work, from how you respond to new feature requests to how you design for behavior change in a more mature way.
Creating a backlog of user stories is pretty straight forward but it doesn't help you when it comes to decisions like what to build first, how to prioritize and groom the backlog, how to scope and plan the project, and how to visualize progress. The traditional backlog is simply too flat and often too long to help you see the bigger picture and make good decisions. User Story Mapping helps simplify all of these common project issues. By adding a third dimension to your backlog, your team will make better decisions about priorities, scope, and planning while improving your ability to visualize progress.
In this practical session I’ll cover the basics of user story mapping before walking you through case studies of how our teams are using this approach and the results we are achieving. I'll show you the before, during, and after pictures from several projects so that you can understand how our maps progress during the projects and how we use them to influence iterative development, promote good decision making, and visualize priorities, plans, scope and progress.
5 Things I Wish I Knew – A Service Design JourneyJamin Hegeman
The document discusses the key lessons learned from the speaker's journey in service design over many years. The five main lessons are: 1) Service design needs to consider the experiences of both customers and employees; 2) There is ambiguity in service design and you won't always know what you're doing; 3) Storytelling is important for conveying service experiences; 4) Ideas are not as important as executing and sustaining ideas over time; 5) Service design requires collaboration between different stakeholders.
Practical eLearning Makeovers for EveryoneBianca Woods
Welcome to Practical eLearning Makeovers for Everyone. In this presentation, we’ll take a look at a bunch of easy-to-use visual design tips and tricks. And we’ll do this by using them to spruce up some eLearning screens that are in dire need of a new look.
Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...Designforuminternational
India’s architectural landscape is a vibrant tapestry that weaves together the country's rich cultural heritage and its modern aspirations. From majestic historical structures to cutting-edge contemporary designs, the work of Indian architects is celebrated worldwide. Among the many firms shaping this dynamic field, Design Forum International stands out as a leader in innovative and sustainable architecture. This blog explores some of the best Indian architects, highlighting their contributions and showcasing the most famous architects in India.
Будущее UX методологии и проблемы/«дорожная карта» // RIF'2014Andrew Sikorskiy
Краткий обзор того, как связано UX с продуктовой и бизнес-разработкой, типовые проблемы становления и развития методологии и профессии и «дорожная карта» развития профессии
The document discusses applying UX strategy and assessing a company's UX maturity level. It defines three levels of UX maturity - operational, tactical, and strategic - and describes how deeply designers become engaged in product development at each level. The document also stresses that a company's own maturity must be sufficient to support UX strategy. It provides a framework for assessing a company's resources, processes, and priorities to understand its "UX environment" and determine where improvements may be needed to successfully implement a UX strategy.
Why users can't find answers in help materialTom Johnson
See this post on my blog for more details: http://idratherbewriting.com/2013/10/23/recording-and-slides-for-why-users-cant-find-answers-in-help-presentation-to-stc-silicon-valley/
Additionally, you can listen and watch the youtube recording here: https://www.youtube.com/watch?v=49F3rBSO_Vs
This presentation shares the journey I’ve been on, from trying to shape and influence a user’s path, to creating sandbox environments in which people can play and amaze us!
______
Designers are trained to guide users toward predetermined outcomes, but is there a better use of this persuasive psychology? What happens if we focus less on influencing desired behaviors and focus more on designing ‘sandboxes’: open-ended, generative systems? And how might we go about designing these spaces? It’s still “psychology applied to design”, but in a much more challenging and rewarding way!
In this talk, I’ll share the journey I’ve been on, from trying to shape and influence a user’s path, to creating these sandbox environments. You’ll learn why systems such as Twitter, Pinterest, and Minecraft are so maddeningly addictive, and what principles we can use to create similar experiences. We’ll look at education and the work of Maria Montessori, who wrote extensively about how to create learning environments that encourage exploration and discovery. And we’ll look at game design, considering all the varieties of games, especially those carefully designed to encourage play — a marked contrast with progression games designed to move you through a series of ever-increasing challenges, each converging upon the same solution. Finally, we’ll look at web applications, and I’ll share how this thinking might influence your work, from how you respond to new feature requests to how you design for behavior change in a more mature way.
Creating a backlog of user stories is pretty straight forward but it doesn't help you when it comes to decisions like what to build first, how to prioritize and groom the backlog, how to scope and plan the project, and how to visualize progress. The traditional backlog is simply too flat and often too long to help you see the bigger picture and make good decisions. User Story Mapping helps simplify all of these common project issues. By adding a third dimension to your backlog, your team will make better decisions about priorities, scope, and planning while improving your ability to visualize progress.
In this practical session I’ll cover the basics of user story mapping before walking you through case studies of how our teams are using this approach and the results we are achieving. I'll show you the before, during, and after pictures from several projects so that you can understand how our maps progress during the projects and how we use them to influence iterative development, promote good decision making, and visualize priorities, plans, scope and progress.
5 Things I Wish I Knew – A Service Design JourneyJamin Hegeman
The document discusses the key lessons learned from the speaker's journey in service design over many years. The five main lessons are: 1) Service design needs to consider the experiences of both customers and employees; 2) There is ambiguity in service design and you won't always know what you're doing; 3) Storytelling is important for conveying service experiences; 4) Ideas are not as important as executing and sustaining ideas over time; 5) Service design requires collaboration between different stakeholders.
Practical eLearning Makeovers for EveryoneBianca Woods
Welcome to Practical eLearning Makeovers for Everyone. In this presentation, we’ll take a look at a bunch of easy-to-use visual design tips and tricks. And we’ll do this by using them to spruce up some eLearning screens that are in dire need of a new look.
Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...Designforuminternational
India’s architectural landscape is a vibrant tapestry that weaves together the country's rich cultural heritage and its modern aspirations. From majestic historical structures to cutting-edge contemporary designs, the work of Indian architects is celebrated worldwide. Among the many firms shaping this dynamic field, Design Forum International stands out as a leader in innovative and sustainable architecture. This blog explores some of the best Indian architects, highlighting their contributions and showcasing the most famous architects in India.
Architectural and constructions management experience since 2003 including 18 years located in UAE.
Coordinate and oversee all technical activities relating to architectural and construction projects,
including directing the design team, reviewing drafts and computer models, and approving design
changes.
Organize and typically develop, and review building plans, ensuring that a project meets all safety and
environmental standards.
Prepare feasibility studies, construction contracts, and tender documents with specifications and
tender analyses.
Consulting with clients, work on formulating equipment and labor cost estimates, ensuring a project
meets environmental, safety, structural, zoning, and aesthetic standards.
Monitoring the progress of a project to assess whether or not it is in compliance with building plans
and project deadlines.
Attention to detail, exceptional time management, and strong problem-solving and communication
skills are required for this role.
Best Digital Marketing Strategy Build Your Online Presence 2024.pptxpavankumarpayexelsol
This presentation provides a comprehensive guide to the best digital marketing strategies for 2024, focusing on enhancing your online presence. Key topics include understanding and targeting your audience, building a user-friendly and mobile-responsive website, leveraging the power of social media platforms, optimizing content for search engines, and using email marketing to foster direct engagement. By adopting these strategies, you can increase brand visibility, drive traffic, generate leads, and ultimately boost sales, ensuring your business thrives in the competitive digital landscape.
Explore the essential graphic design tools and software that can elevate your creative projects. Discover industry favorites and innovative solutions for stunning design results.
I BELIEVE you need to bring your own seat, and pull it up the table.
LIKE MANY of you, I attended last year’s conference because I was interested in how to get UX a seat at the table within my organization.
AND ONE IDEA that really stuck with me was something that Aline Baeck from eBay said…
SHE SAID that we should start helping with strategy level problems without waiting to be asked.
TODAY I’d like to share with you 3 case studies of how trying this approach has helped my UX team bring our own seat to the table within our organization. And I hope it will spark some ideas that you can take back with you.
- - -
SO AFTER UX STRAT 2013 I went back to New York with a ton of enthusiasm and was ready to apply what I had learned to my current project. At the time I was a UX designer embedded within a small project team, and we were tasked with reimagining the way the buy-side of our product was structured.
FOR THOSE WHO DON’T know, AppNexus is an Advertising Technology platform that helps our clients buy and sell online advertising. So there was a huge UX opportunity here, half of our business almost, but it was a terrifying opportunity because our CEO was functioning as the Product Owner within this team…
EVEN WITH ALL of the strategic and inspirational talk at UX Strat 2013, I still wasn’t sure what a proper UX Strategy document should actually look like.
SHOULD IT have Venn diagrams? Arrows? Charts going up and to the right? Who knows.
SO I DECIDED to keep it simple and just write down a few sentences that captured my ideas for a better future state. And it looked like this…
As you can see: NOT. VERY. COMPELLING. I didn’t feel like I could present it to my team, including our CEO, and say “ok team, I’m done! I’ve solved all of our UX problems, all we have to do is follow this handful of sentences that I scribbled down yesterday afternoon.” I couldn’t do that. In fact, I wasn’t even sure that I believed them. They were just ideas. I wanted a way to validate that my ideas were solid.
WELL THE PROJECT we were working on was reimagining a workflow. So I decided that using service design as a base would be a good start towards helping me organize my thoughts.
SO FIRST I CREATED this workflow document, which highlights all of the steps a buyer has to take to buy ad inventory or ad space on our platform.
TYPICAL Service Design document format, It includes external and internal dependencies, all that good stuff.
AND THEN I WENT BACK to each of the sentences I had written down before, and I started to associate them with the relevant part of the workflow.
AND I DID that. For. Each. Sentence.
AND FINALLY I thought it might be interesting if I then overlaid them all together. So I gave it a try, and it looked like this:
TO BE HONEST I was pretty surprised that they lined up so nicely, but also really thrilled because this told me something. This told me that the strategy concepts I was thinking about were addressing the whole workflow, which was really important to me and my team.
HAD THEY NOT maybe that is still ok, but at least by doing this exercise, I would have become aware of that oversight and could have dug further into any gaps. So today I wanted to share this exercise with you because I found it really helpful and thought you might too.
OK SO I HAVE THESE strategic ideas and supporting documents, but I need to share them with my team so I can use them to influence what we build…
BEOFRE SENDING IT OUT the first thing I did was to make sure to use the word “Strategy" all over the place. It sounds stupid, but terminology shapes perceptions. If you want your skillset to be considered strategic, start using those terms. Elevate the way people think about what you do.
SO THIS IS AN IMPORTANT step, and it takes 5 seconds, so why not.
THEN I POSTED ALL OF WHAT I JUST SHOWED YOU to a new page on our project wiki space, proudly named UX Strategies for Trading, and shared it with the team.
LONG STORY SHORT the project team–including our CEO–loved it. They were able to see not only what the UX ideas were, but more importantly how these strategies supported the workflow and would help us develop a better end result.
WE WROTE USER STORIES directly inspired by each strategy, resulting in features that made their way into the end product. But an equally important thing happened: I started to gain the trust and respect of some really critical stakeholders within my company.
SO THE FIRST LEARNING THAT I – and my favorite meme Sudden Clarity Clarence– would like to share with you today is this: If you can present your strategic ideas in a way that instills confidence, other stakeholders will be comfortable supporting those ideas.
DOING THE UX WORK itself isn’t enough, its only half if it. The other half of the equation is that you have to communicate it well, or the work you did won’t matter.
IF I HAD TAKEN these same 6 sentences, 6 strategies, and just mentioned them in a meeting, they wouldn’t have gained traction, even though they are the same ideas.
WE SPEND SO MUCH TIME as UX professionals understanding our users and getting in their heads, but for some reason, we treat internal stakeholders like a black box of mystery.
THE NEXT TIME you have to present an idea, I want you to try something: think about your stakeholder like a user. What are their goals and motivations? What are their fears? For example, What is an executive’s worst nightmare? I would wager that supporting an initiative that later turns out to be a huge failure is pretty high on that list. And new things, like new UX recommendations = risk. So give them as many reasons as possible for why your recommendations are based in reality and supported by research.
SO I TOOK WHAT I LEARNED and put it to use a few months later. Our Product has never been beautiful, but recently, we had been getting a lot of comments about how ugly it was. And it was ugly. The pages were lacking hierarchy, they were sterile and hard to scan. And one day, I caught myself complaining that although my whole UX team agreed that it was ugly, it would never get prioritized by Product and Engineering for us to go in and update the styling. After wallowing in self-pity a little longer, I finally had the epiphany that Product would never on their own come to us and say “hey UX, here’s a bunch of engineers, you guys should update the visual design”. No way. First of all, visual design wasn’t even on their radar. And 2ndly, they have more inbound requests competing for resourcing than they can staff, they aren’t going to go around looking for more.
INSTEAD I REALIZED that it was up to our team, the UX team, to articulate why the current design was falling short, and why it deserved our attention. We needed to make clear, investible recommendations. I figured at that point, they could say no, and that’s alright, we wouldn’t be any worse off than we are today. But at least we will have tried to help them understand, and make it clear that our team was aware of this gap.
SO I DID AN ANALYSIS of our current visual design, and laid it side by side with a rough cut of how it could be improved. You can see 2 examples here, where I’m showing how visual design inconsistencies affected the usability of our buttons as well as our tables. When I shared it the head of Product, he completely got it. But he wasn’t sure which team should do the work, or how it fit into our prioritization.
SO I KEPT TALKING to people about it, and I found an internal ally, a UI engineer who was already planning on cleaning up our CSS classes. Together we can up with a plan, which was that he could do the visual design tweaks as he went along cleaning up the CSS.
I CREATED a visible backlog where anyone interested could follow along, and sent out an FAQ email to the project team explaining why we were doing this, and what they could expect, with links to the stories where they could follow our progress.
BY MAKING THE CASE for this very first UX-led project, while also coming up with a plan for execution, I was able to secure a thumbs up from all major stakeholders, and help the UX team been seen as a proactive team within the organization.
THE SECOND LEARNING IS THIS: The key to getting buy-in is to communicate not only why your proposal matters, but to also have a plan for getting things done.
IF YOU CAN MAKE clear recommendations, and have a plan, other people will want to join you. Tell people where you’re going, how you’re going to get there, and how they can help.
IN JANUARY I was promoted to the Director of the UX team. I was humbled by AppNexus’s trust they were placing in me. I was really excited to lead the team.
BUT I NOTICED really quickly that I now had a new level of responsibility. for example, all of the sudden it was assumed that I personally signed off on every element in the current UI. Which was horrifying because there are a lot of areas that haven’t been touched since they were first designed and developed by engineers years ago.
SO IN A MOVE that was 1 part CYA and 2 parts hope, I decided to create what I ended up calling an “opportunity backlog”. I sorted through my notes and spent some time thinking in a thematic way, and I came up with about 15 investment opportunities that I believe are really critical to the long term success of our product as a whole. For example, creating a better alerts system, creating a contextual help center, things like that.
SOME OF THEM were ideas that were ready to be prioritized and resourced immediately. Others were what I classified “candidates for UX exploration”, which were ideas that we did not have an actionable recommendation at the moment, but if executive interest was there, we could spend more time thinking about it with the goal of making each story ready for prioritization next quarter.
I SHARED IT WITH MY TEAM and they helped shape it and annotate each ticket with supportive user research data they had, and ways their own project teams could benefit from and build upon these ideas.
SO I HAD THIS really powerful backlog, lots of supporting documentation, lots of opportunities identified, but no where to put it. Our UX team is separate from our Engineering team, so we can’t push code ourselves, so I had to find a way to get Engineering resourcing. First I shared it with my manager, who was the SVP of Product at that time. He loved it, and he agreed to start shopping it around with our CEO and Engineering executives. Both of whom got back to me directly and said it was fantastic (remember back when I made friends with the CEO via the service design project? That relationship came full circle). But even with executive support, it didn’t go anywhere right away, because as a company, we have established venues to prioritize and resource projects that aligned with a business segment, but my UX opportunities were across all segments.
IN THE MEANTIME I talked to the UI Team Manager and we came up with a plan for staffing this team as a quarterly onboarding rotation for new UI Engineering hires. So by talking to this guy and building that relationship, I learned that I could staff my project without needing to advocate for any additional headcount. A huge win.
WE ALSO TEAMED UP with Customer Enablement, which at AppNexus is our support organization, to share the usability backlog and to include some important cross-segment ideas that they had.
SO RIGHT NOW I’m in the process of presenting my investment opportunities for the UX team in 2015, and am really confident we will get the thumbs up to dedicate this small engineering team exclusively to the UX Opportunity backlog next year.
THIS WAS A LONG and meandering and sometimes frustrating and confusing path to get where I wanted to go, but I think the important thing was just not getting discouraged and giving up, but instead to take every small win I could get.
THE LEARNING FROM THAT project that I would like to share with you is this: Make your ideas and recommendations publicly available, even if they aren’t all being incorporated right now. Don’t give up right way, even if your ideas go nowhere at first. Keep it fresh. Keep referencing it in conversations and directing people towards your public documentation, which in this case, was my backlog. And share your plan with those who can help you. Over time others will +1 your ideas, and eventually it will tip the scales in your favor. Strategic work is about playing the long game.
AFTER GOING THROUGH these 3 experiences and others over the past year, I noticed a pattern that has turned into my working thesis: UX can bring our own seat to the table by starting to make investable recommendations. By using that approach, I was able to go from showing strategic UX leadership within a project, to driving my first UX-led project, tofinally creating and resourcing our own UX backlog.
MOST EXECUTIVES WANT to think of their company as a user or customer-centric organization. We need to give them the ammo so that they have the tools to advocate for us and so they can feel comfortable explaining their investment in UX to their own stakeholders.
IN MANY CASES, it isn’t UX’s job to make the ultimate decision of what’s in or what’s out. BUT it is our job to identify those opportunities for investment and explain why they are significant. And when possible, help recommend a plan for execution.
I SUSPECT that in many organizations, UX feels excluded from strategic discussions, but it isn’t not because stakeholders are cruel, but because it was never a conscious decision either way.
DON’T WAIT for executive stakeholders to come to you and ask for your input. Be proactive in bringing your recommendations to them. Because here is the secret: doing that puts the decision back on them.
YOU CAN CREATE A SITUATION in which they must consciously decide to accept UX recommendations or not. In my experience, most of the time they will.