Information Architecture & Why you care about it as a designerAdam Polansky
The Art Institute of Dallas recently added IA courses to their design and multimedia degree plans. I worked with the instructors to revise the curriculum to make it more relevant to actual practice. I also give the introduction lecture.
This presentation is not intended to make converts but rather to expose designers to the role of IA, help them understand the value and be able to identify them in the wild.
It's About Time - Lightning talk for UX DesignersJeremy Johnson
Before designing for the Apple Watch (or any smart watch), you should know the history around the medium you're designing for. This was a quick 5 minute talk on some of the basics of what makes a watch tick.
"Mantras of startups: "fail fast", "move fast and break things", "keep shipping" - these are all great slogans, but unknown to many - these are really all about learning. It's about getting things in front of your customers early, and often. Watching - and learning. Finding what ideas were not quite as brilliant as you once thought - and finding this out as fast and cheap as possible.
How are modern product teams making this happen? Where does User Experience and customer research fit in this model? Taking from Agile, Lean, and User Centered Design - this talk will go over the build-measure-learn process, and how you can start to shape your organization to move fast, without leaving your customers behind."
Putting the "User" back in User ExperienceJeremy Johnson
If you ask a organization "Are you customer centric?" - of course they say "yes", but as you peel back the layers too many organizations have teams of people building products - and the user is nowhere in sight. This talk will go over a number of ways to include users in your product design process, from start to finish. It's time we truly live up to the term "User Experience".
There are key things that will give you a much better chance at success. While these are well documented in numerous books, articles, and videos - there are still many stakeholders that don't subscribe to some basic truths, like: product decisions should be based on evidence, or having dedicated UX Designers on product teams.
Jeremy will go over his top ten questions to ask any team to see if they're heading toward launching a great product experience.
This presentation was originally given @ Refresh Dallas on 2/12/15
Getting Started with User Research - Stir Trek 2011Carol Smith
Presented at Stir Trek: Thor Edition, in Columbus, Ohio on May 6, 2011.
Once you know who uses your product, all sorts of new questions start to emerge. How are they using the product? Why are they using it? What else might they want? In this session you will learn about three quick and easy methods to understand the users desires, needs and abilities. The basics of observations, interviews and card sorting will be covered. You will also learn ways to effectively share and communicate what you learn with your team.
Learning Objective: Increase professional effectiveness, data management, and analytical skills
With evolving technology, many people are overloaded and overwhelmed with information and data. Businesses now have access to large amounts of feedback from internal and external sources. How do we make sense of the all of the information? Is the data reliable? How can we manage and utilize the data in order to impact business goals, visions, mission? This seminar with help you turn your information overload into powerful and reliable data that you can use to meet organizational goals.
At the end of this seminar, participants will be able to:
a. Assess and categorize data and information.
b. Identify tools and techniques to organize and interpret data.
c. Explore productivity tools and techniques.
d. Examine common data management challenges and solutions.
Information Architecture & Why you care about it as a designerAdam Polansky
The Art Institute of Dallas recently added IA courses to their design and multimedia degree plans. I worked with the instructors to revise the curriculum to make it more relevant to actual practice. I also give the introduction lecture.
This presentation is not intended to make converts but rather to expose designers to the role of IA, help them understand the value and be able to identify them in the wild.
It's About Time - Lightning talk for UX DesignersJeremy Johnson
Before designing for the Apple Watch (or any smart watch), you should know the history around the medium you're designing for. This was a quick 5 minute talk on some of the basics of what makes a watch tick.
"Mantras of startups: "fail fast", "move fast and break things", "keep shipping" - these are all great slogans, but unknown to many - these are really all about learning. It's about getting things in front of your customers early, and often. Watching - and learning. Finding what ideas were not quite as brilliant as you once thought - and finding this out as fast and cheap as possible.
How are modern product teams making this happen? Where does User Experience and customer research fit in this model? Taking from Agile, Lean, and User Centered Design - this talk will go over the build-measure-learn process, and how you can start to shape your organization to move fast, without leaving your customers behind."
Putting the "User" back in User ExperienceJeremy Johnson
If you ask a organization "Are you customer centric?" - of course they say "yes", but as you peel back the layers too many organizations have teams of people building products - and the user is nowhere in sight. This talk will go over a number of ways to include users in your product design process, from start to finish. It's time we truly live up to the term "User Experience".
There are key things that will give you a much better chance at success. While these are well documented in numerous books, articles, and videos - there are still many stakeholders that don't subscribe to some basic truths, like: product decisions should be based on evidence, or having dedicated UX Designers on product teams.
Jeremy will go over his top ten questions to ask any team to see if they're heading toward launching a great product experience.
This presentation was originally given @ Refresh Dallas on 2/12/15
Getting Started with User Research - Stir Trek 2011Carol Smith
Presented at Stir Trek: Thor Edition, in Columbus, Ohio on May 6, 2011.
Once you know who uses your product, all sorts of new questions start to emerge. How are they using the product? Why are they using it? What else might they want? In this session you will learn about three quick and easy methods to understand the users desires, needs and abilities. The basics of observations, interviews and card sorting will be covered. You will also learn ways to effectively share and communicate what you learn with your team.
Learning Objective: Increase professional effectiveness, data management, and analytical skills
With evolving technology, many people are overloaded and overwhelmed with information and data. Businesses now have access to large amounts of feedback from internal and external sources. How do we make sense of the all of the information? Is the data reliable? How can we manage and utilize the data in order to impact business goals, visions, mission? This seminar with help you turn your information overload into powerful and reliable data that you can use to meet organizational goals.
At the end of this seminar, participants will be able to:
a. Assess and categorize data and information.
b. Identify tools and techniques to organize and interpret data.
c. Explore productivity tools and techniques.
d. Examine common data management challenges and solutions.
This presentation covers validation techniques for testing taxonomy and metadata with users. Four approaches are covered: Delphi card sorting, online card sorting, usability testing, and search term analysis. The presentation also contains a list of online card sorting tools.
Pin the tail on the metric v01 2016 octSteven Martin
This presentation takes a different approach to metrics. Instead of listing the Top 10 field-tested metrics, we first talk about goals as prerequisites for metrics. Next, we discuss characteristics of good and bad metrics. We end with walking through an activity called “Pin the Tail on the Metric,” a technique to facilitate the critical thinking needed to determine what types of metrics can help your organization discuss trade-offs, options, and ultimately make better forward-looking decisions.
On Wednesday, July 13th at 11:30am PDT, UserZoom and partner Key Lime Interactive hosted a complimentary webinar where they discussed the benefits of two POWERFUL research methods: CARD SORTING & TREE TESTING.
This is the full slide deck from the webinar. Enjoy!
Cloudera Data Science Challenge 3 Solution by Doug NeedhamDoug Needham
This is my solution for the Cloudera Data Science Challenge 3. I use Spark MLLib for problem1, and Spark GraphX for problem3. Problem2 is "simple" streaming map-reduce.
User Research 101: DIY Quick Course - CodeMash 2.0.1.1.Carol Smith
Tight budget and short on time? This CodeMash 2.0.1.1. session taught attendees how to get a quick start on user research. Three discount user research methods were covered: observations; interviews; and card sorting. These quick and inexpensive methods will provide you with rich information about users including their goals, needs and abilities. This session also introduced ways to effectively share and communicate this information such as through personas and mental models.
Effective Instrumentation Strategies for Data-driven Product Management Pawan Kumar Adda
Everyone wants to drive product decisions based on data. But that is the end goal, an intent. This goal needs a strategy and sustainable execution plan that would empower the companies and its employees to become data informed while making decisions. Enter Product Instrumentation. In this session, we will explore what is product instrumentation, why it is needed, and how you can get started with it.
Profile Analysis of Users in Data Analytics DomainDrjabez
Data Analytics and Data Science is in the fast forward
mode recently. We see a lot of companies hiring people for data
analysis and data science, especially in India. Also, many
recruiting firms use stackoverflow to fish their potential
candidates. The industry has also started to recruit people based
on the shapes of expertise. Expertise of a personal is
metaphorically outlined by shapes of letters like I, T, M and
hyphen betting on her experiencein a section (depth) and
therefore the variety of areas of interest (width).This proposal
builds upon the work of mining shapes of user expertise in a
typical online social Question and Answer (Q&A) community
where expert users often answer questions posed by other
users.We have dealt with the temporal analysis of the expertise
among the Q&A community users in terms how the user/ expert
have evolved over time.
Keywords— Shapes of expertise, Graph communities, Expertise
evolution, Q&A community
A3 Problem Solving Template v1.2 (April 2015) by Henrik Knibe.docxSALU18
A3 Problem Solving Template v1.2 (April 2015) by Henrik Kniberg and Tom Poppendieck
License: Creative Commons Attribute 4.0 International
Original link: http://www.crisp.se/lean/a3-template
Background PLAN
Current condition PLAN
Goal / Target Condition PLAN
Root Cause Analysis PLAN
Countermeasures (experiments) DO
Confirmation (results) CHECK
Follow up (actions) ACT
Owner:
Mentor:
Date:
A3: <problem statement>
http://www.crisp.se/henrik.kniberg/
http://www.poppendieck.com/people.htm
http://creativecommons.org/licenses/by/4.0/
http://www.crisp.se/lean/a3-template
A3 Problem Solving Template v1.2 (April 2015) by Henrik Kniberg and Tom Poppendieck
License: Creative Commons Attribute 4.0 International
Original link: http://www.crisp.se/lean/a3-template
Background PLAN
● Why is this important?
● Why should the reader care about this situation and be motivated to participate in
improving?
Assessment Questions
1. Is there a clear theme for the problem report that reflects the contents?
2. Is the topic relevant to the organization’s objectives?
3. Is there any other reason for working on this topic (e.g. learning purposes)?
Current condition PLAN
● How do things work today?
● What is the problem?
● Baseline Metrics?
Assessment Questions
1. Is the current condition clear and logically depicted in a visual manner?
2. How could the current condition be made clearer for the audience?
3. Is the current condition depiction framing a problem or a situation to be resolved?
4. What is the actual problem in the current condition?
5. Are the facts of the situation clear, or are there just observations and opinions?
6. Is the problem quantified in some manner or is it too qualitative?
Goal / Target Condition PLAN
● What outcomes are expected for what reasons?
● What changes in metrics can be plausibly expected?
Assessment Questions
1. Is there a clear goal or target?
2. What, specifically, is to be accomplished?
3. How will this goal be measured or evaluated?
4. What will improve, by how much, and when?
Root Cause Analysis PLAN
● What is the root cause(s) of the problem?
● Use a simple problem analysis tool (e.g. 5 why’s, fishbone diagram, cause/effect diagram) to
show cause-and-effect relationships.
Assessment Questions
1. Is the analysis comprehensive at a broad level?
2. Is the analysis detailed enough and did it probe deeply enough on the right issues?
3. Is there evidence of proper five-whys thinking about the true cause?
4. Has cause and effect been demonstrated or linked in some manner?
5. Are all the relevant factors considered (human, machine, material, method, environment,
measurement, and so on?)
6. Do all those who will need to collaborate in implementing the countermeasures agree on the
cause/effect reasoning?
Countermeasures (experiments) DO
● Proposed countermeasure(s) to address each candidate root cause (this should be a series
of quick experiment to validate causal model analysis)
● Predicted result for e.
Tackling Governance, Site & Teams Sprawl With Microsoft 365Richard Harbridge
Without an effective governance strategy in place, Microsoft Teams and SharePoint Sites can quickly go from an organized and effective workspace to an out-of-control, sprawling digital wasteland. Sound familiar?
It's very common for organizations to experience Microsoft Teams & SharePoint Sites sprawl. But, when it does happen, how can you tackle it?
Join Microsoft MVP & 2toLead CTO, Richard Harbridge, as he explores:
* Challenges organizations face with Microsoft Teams & SharePoint Sites sprawl.
* Solutions to tackle Microsoft Teams & SharePoint Sites sprawl.
* Best practices to get more from Microsoft Teams & SharePoint.
* Real-world guidance on out-of-the-box solutions and custom approaches.
* How Orchestry can improve experiences, management and organizational outcomes.
Recommendation algorithms and their variations such as ranking are the most common way for machine learning to find its way into a product where it is not the main focus. In this talk we’ll dig into the subtleties of making recommendation algorithms a seamless and integral part of your UX (goal: it should completely fade into the background. The user should not be aware she’s interacting with any kind of machine learning, it should just feel right, perhaps smart or even a tad like cheating); how to solve the cold start problem (and having little training data in general); and how to effectively collect feedback data. I’ll be drawing from my experiences building Metabase, an open source analytics/BI tool, where we extensively use recommendations and ranking to keep users in a state of flow when exploring data; to help with discoverability; and as a way to gently teach analysis and visualization best practices; all on the way towards building an AI data scientist.
Jeff Belden MD and Janey Barnes PhD co-presented at HIMSS Virtual Conference June 2010. You can hear the audio recording if you are a HIMSS member, available online.
A series of UX trainings created for several cross-functional teams creating both mobile and desktop products: visual designers, product managers, business analysts, developers, and interaction designers. The training was the foundation for a very large redesign/reconstruction project for a CRM and a dahsboard application. The principles and layouts draw on the pioneering work of Theresa Neil and Bill Scott.
Unicorn invasion: A UX workshop for all levels and stuff!J+E Creative
The first rule of design is "you are not the user." The second rule of design? "You are not the user."
Join us for an afternoon UX-design workshop that turns user research and the iterative design process on its head by combining a little bit of trivia, a little bit of Clue, and a lot of fun. Together, we'll learn about and practice techniques for combining research and research deliverables to create effective user-centered designs. In doing, we'll cover hot UX topics such as personas, journey maps, user-flows, wireframes, and the sexy mysteries of the UX process.
Presented in partnership between 9th Path Creative and J+E Creative.
About JD Jordan and Brandy Porter:
JD is a veteran visual and User Experience designer with experience as a creative director, a design director, and a consultant with some of the biggest agencies and brands in the ATL and beyond. He is an acclaimed author, public speaker, and design educator.
Brandy is a seasoned design leader who has directed award-winning solutions for top consumer brands across all manner of media, devices, and environments. She has taught interaction design at corporate and collegiate levels with a focus on user behavior, intuitive design and critical thinking.
Presentation given to the SLA at Drexel University covering the reasons for taxonomy testing, Delphi-method card sorting, remote card sorting, usability testing, and search analysis. A list of resources and online validation tools is included.
Module 1 - Case
KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING
Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is .
Module 1 - Case
KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING
Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is ...
The problems we set out to solve aren’t always the ones that need solving. Adam Polansky will talk about some different ways that you can get under the hood with problems and investigate ways to help real problems present themselves and the criteria you can use to go after them.
IAS18 Fit and Finish: The Importance of Presentation Value to Your DeliverablesAdam Polansky
Revised for IAS18. Discussion about gauging your audience and your deliverables in terms of fidelity. Working lo-fi to hi-fi and doing it publicly. Breaking free from the standard canon of UX deliverables and the best tools you can use.
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This presentation covers validation techniques for testing taxonomy and metadata with users. Four approaches are covered: Delphi card sorting, online card sorting, usability testing, and search term analysis. The presentation also contains a list of online card sorting tools.
Pin the tail on the metric v01 2016 octSteven Martin
This presentation takes a different approach to metrics. Instead of listing the Top 10 field-tested metrics, we first talk about goals as prerequisites for metrics. Next, we discuss characteristics of good and bad metrics. We end with walking through an activity called “Pin the Tail on the Metric,” a technique to facilitate the critical thinking needed to determine what types of metrics can help your organization discuss trade-offs, options, and ultimately make better forward-looking decisions.
On Wednesday, July 13th at 11:30am PDT, UserZoom and partner Key Lime Interactive hosted a complimentary webinar where they discussed the benefits of two POWERFUL research methods: CARD SORTING & TREE TESTING.
This is the full slide deck from the webinar. Enjoy!
Cloudera Data Science Challenge 3 Solution by Doug NeedhamDoug Needham
This is my solution for the Cloudera Data Science Challenge 3. I use Spark MLLib for problem1, and Spark GraphX for problem3. Problem2 is "simple" streaming map-reduce.
User Research 101: DIY Quick Course - CodeMash 2.0.1.1.Carol Smith
Tight budget and short on time? This CodeMash 2.0.1.1. session taught attendees how to get a quick start on user research. Three discount user research methods were covered: observations; interviews; and card sorting. These quick and inexpensive methods will provide you with rich information about users including their goals, needs and abilities. This session also introduced ways to effectively share and communicate this information such as through personas and mental models.
Effective Instrumentation Strategies for Data-driven Product Management Pawan Kumar Adda
Everyone wants to drive product decisions based on data. But that is the end goal, an intent. This goal needs a strategy and sustainable execution plan that would empower the companies and its employees to become data informed while making decisions. Enter Product Instrumentation. In this session, we will explore what is product instrumentation, why it is needed, and how you can get started with it.
Profile Analysis of Users in Data Analytics DomainDrjabez
Data Analytics and Data Science is in the fast forward
mode recently. We see a lot of companies hiring people for data
analysis and data science, especially in India. Also, many
recruiting firms use stackoverflow to fish their potential
candidates. The industry has also started to recruit people based
on the shapes of expertise. Expertise of a personal is
metaphorically outlined by shapes of letters like I, T, M and
hyphen betting on her experiencein a section (depth) and
therefore the variety of areas of interest (width).This proposal
builds upon the work of mining shapes of user expertise in a
typical online social Question and Answer (Q&A) community
where expert users often answer questions posed by other
users.We have dealt with the temporal analysis of the expertise
among the Q&A community users in terms how the user/ expert
have evolved over time.
Keywords— Shapes of expertise, Graph communities, Expertise
evolution, Q&A community
A3 Problem Solving Template v1.2 (April 2015) by Henrik Knibe.docxSALU18
A3 Problem Solving Template v1.2 (April 2015) by Henrik Kniberg and Tom Poppendieck
License: Creative Commons Attribute 4.0 International
Original link: http://www.crisp.se/lean/a3-template
Background PLAN
Current condition PLAN
Goal / Target Condition PLAN
Root Cause Analysis PLAN
Countermeasures (experiments) DO
Confirmation (results) CHECK
Follow up (actions) ACT
Owner:
Mentor:
Date:
A3: <problem statement>
http://www.crisp.se/henrik.kniberg/
http://www.poppendieck.com/people.htm
http://creativecommons.org/licenses/by/4.0/
http://www.crisp.se/lean/a3-template
A3 Problem Solving Template v1.2 (April 2015) by Henrik Kniberg and Tom Poppendieck
License: Creative Commons Attribute 4.0 International
Original link: http://www.crisp.se/lean/a3-template
Background PLAN
● Why is this important?
● Why should the reader care about this situation and be motivated to participate in
improving?
Assessment Questions
1. Is there a clear theme for the problem report that reflects the contents?
2. Is the topic relevant to the organization’s objectives?
3. Is there any other reason for working on this topic (e.g. learning purposes)?
Current condition PLAN
● How do things work today?
● What is the problem?
● Baseline Metrics?
Assessment Questions
1. Is the current condition clear and logically depicted in a visual manner?
2. How could the current condition be made clearer for the audience?
3. Is the current condition depiction framing a problem or a situation to be resolved?
4. What is the actual problem in the current condition?
5. Are the facts of the situation clear, or are there just observations and opinions?
6. Is the problem quantified in some manner or is it too qualitative?
Goal / Target Condition PLAN
● What outcomes are expected for what reasons?
● What changes in metrics can be plausibly expected?
Assessment Questions
1. Is there a clear goal or target?
2. What, specifically, is to be accomplished?
3. How will this goal be measured or evaluated?
4. What will improve, by how much, and when?
Root Cause Analysis PLAN
● What is the root cause(s) of the problem?
● Use a simple problem analysis tool (e.g. 5 why’s, fishbone diagram, cause/effect diagram) to
show cause-and-effect relationships.
Assessment Questions
1. Is the analysis comprehensive at a broad level?
2. Is the analysis detailed enough and did it probe deeply enough on the right issues?
3. Is there evidence of proper five-whys thinking about the true cause?
4. Has cause and effect been demonstrated or linked in some manner?
5. Are all the relevant factors considered (human, machine, material, method, environment,
measurement, and so on?)
6. Do all those who will need to collaborate in implementing the countermeasures agree on the
cause/effect reasoning?
Countermeasures (experiments) DO
● Proposed countermeasure(s) to address each candidate root cause (this should be a series
of quick experiment to validate causal model analysis)
● Predicted result for e.
Tackling Governance, Site & Teams Sprawl With Microsoft 365Richard Harbridge
Without an effective governance strategy in place, Microsoft Teams and SharePoint Sites can quickly go from an organized and effective workspace to an out-of-control, sprawling digital wasteland. Sound familiar?
It's very common for organizations to experience Microsoft Teams & SharePoint Sites sprawl. But, when it does happen, how can you tackle it?
Join Microsoft MVP & 2toLead CTO, Richard Harbridge, as he explores:
* Challenges organizations face with Microsoft Teams & SharePoint Sites sprawl.
* Solutions to tackle Microsoft Teams & SharePoint Sites sprawl.
* Best practices to get more from Microsoft Teams & SharePoint.
* Real-world guidance on out-of-the-box solutions and custom approaches.
* How Orchestry can improve experiences, management and organizational outcomes.
Recommendation algorithms and their variations such as ranking are the most common way for machine learning to find its way into a product where it is not the main focus. In this talk we’ll dig into the subtleties of making recommendation algorithms a seamless and integral part of your UX (goal: it should completely fade into the background. The user should not be aware she’s interacting with any kind of machine learning, it should just feel right, perhaps smart or even a tad like cheating); how to solve the cold start problem (and having little training data in general); and how to effectively collect feedback data. I’ll be drawing from my experiences building Metabase, an open source analytics/BI tool, where we extensively use recommendations and ranking to keep users in a state of flow when exploring data; to help with discoverability; and as a way to gently teach analysis and visualization best practices; all on the way towards building an AI data scientist.
Jeff Belden MD and Janey Barnes PhD co-presented at HIMSS Virtual Conference June 2010. You can hear the audio recording if you are a HIMSS member, available online.
A series of UX trainings created for several cross-functional teams creating both mobile and desktop products: visual designers, product managers, business analysts, developers, and interaction designers. The training was the foundation for a very large redesign/reconstruction project for a CRM and a dahsboard application. The principles and layouts draw on the pioneering work of Theresa Neil and Bill Scott.
Unicorn invasion: A UX workshop for all levels and stuff!J+E Creative
The first rule of design is "you are not the user." The second rule of design? "You are not the user."
Join us for an afternoon UX-design workshop that turns user research and the iterative design process on its head by combining a little bit of trivia, a little bit of Clue, and a lot of fun. Together, we'll learn about and practice techniques for combining research and research deliverables to create effective user-centered designs. In doing, we'll cover hot UX topics such as personas, journey maps, user-flows, wireframes, and the sexy mysteries of the UX process.
Presented in partnership between 9th Path Creative and J+E Creative.
About JD Jordan and Brandy Porter:
JD is a veteran visual and User Experience designer with experience as a creative director, a design director, and a consultant with some of the biggest agencies and brands in the ATL and beyond. He is an acclaimed author, public speaker, and design educator.
Brandy is a seasoned design leader who has directed award-winning solutions for top consumer brands across all manner of media, devices, and environments. She has taught interaction design at corporate and collegiate levels with a focus on user behavior, intuitive design and critical thinking.
Presentation given to the SLA at Drexel University covering the reasons for taxonomy testing, Delphi-method card sorting, remote card sorting, usability testing, and search analysis. A list of resources and online validation tools is included.
Module 1 - Case
KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING
Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is .
Module 1 - Case
KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING
Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is ...
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24. Method #3: Spread it “Card sorting is a great, reliable, inexpensive method for finding patterns in how users would expect to find content or functionality.” - Donna Spencer This is Donna. She literally wrote the book on Card Sorting(Rosenfeld Media – 2009)
44. Method #2: Split it Cool Feature! Goal How closely does this feature support the goal?
45. Method #2: Split it First level validation of user goal upon arrival to the site Directly supports one of the primary user goals - strategic placement Indirectly supports primary user goals - Peripheral Required Corollary Does not directly or indirectly support primary user goals - Least emphasis Ancillary Extraneous
47. Method #2: Split it Outcomes Required (1) Establish User-centered hierarchy of existing page elements Corollary (2) New Ancillary Establish User-centered criteria for characterizing future page elements Ancillary (3) Gain basis for determining elements that might be placed further down the path to better use real-estate on page Extraneous (4)
55. Method #1: Stack it Rate the list: 3Criteria Business Value What is the importance of this feature to the business goals of the project. Making/Saving money
56. Method #1: Stack it Ratethe list:3Criteria Technical Ease of Implementation What is the feasibility of the development of each feature. This can take in sophistication, amount of work or discovery.
57. Method #1: Stack it Ratethe list:3Criteria User Value How does this feature contribute to the goals of the user both internal and external.
58. Method #1: Stack it Ratings from 1 to 5 5 being highest Ratethe list:3Criteria
59. Method #1: Stack it Most Flexibility Least Flexibility x3 x2 x1 CreateaFlexibility Matrix
60. Method #1: Stack it Multiply the values in each column by their weight from the matrix x1 x2 x3 Mapthe matrix to the criteria Sort on the weighted scores 28 12 22 24
61. Method #1: Stack it Scorethe list Effort can be mapped directly to Cost or Time
62. Method #1: Stack it Sort the list Complete Solution Natural Cut-off Point Alternative features, later phase or discards
64. Method #1: Stack it So…What do you get? Objectivity Using over-riding, agreed-upon constraints as the means of emphasis rather than personal influence.
65. Method #1: Stack it But wait! There’s more! Project Planning Scope and estimates provide the basis for a project plan
66. Method #1: Stack it But wait! There’s more! Mitigates Churn Reduces down-stream, second-guessing. There are fewer surprises.
67. Method #1: Stack it But wait! There’s more! Politics Features rise or drop in the list on their own merit not because anyone knocked it down or ram-rodded it to the top.
68.
69. Business: Drive revenueBoss’s suggestion doesn’t support goals Can’t call boss stupid