Building a Sense of Place across Channels - Part IIAndrea Resmini
Part II of the deck of slides from my workshop at UX Australia 2013 on place-making in cross-channel user experiences, previously a slightly different workshop at UX Lisbon 2012.
Running Great Design Reviews With Clients & PartnersCraig Peters
No matter how great your designs are, the way you communicate with your clients/business partners can make or break your engagement, especially as design challenges and organizations become more complex.
But what actually makes some meetings go well, and others not? We’ve heard “Be storytellers,” “Provide the right context,” and “Set expectations,” but what does that look like in practice?
I’ll provide real-life examples of how we’ve done this in our presentations for client engagements. We’ll include examples of our fundamental concepts we live by. No surprises. Over-communicate. Tell them how to be and what to do in the meeting. Design every slide of a presentation, not just the “designs.” Tell a story. Assume your clients have no idea what your meeting is all about (put yourself in their shoes).
It always goes better when you’re well prepared; we’ll help you get there.
Here are the slides from my closing plenary at WebExpo in Prague, Czech Republic on 22 September 2012. A few rants, a few truths, a few goofy opinions, but backed up with a little experience, too.
Giant 2015: CTRL Z, A Practitioner's Support GroupDavid Farkas
A discussion in how we can better ask and offer support within our teams when projects and situations occur that are unexpected or non-ideal. This presentation was paired with a live-demo and discussion.
Building a Sense of Place across Channels - Part IIAndrea Resmini
Part II of the deck of slides from my workshop at UX Australia 2013 on place-making in cross-channel user experiences, previously a slightly different workshop at UX Lisbon 2012.
Running Great Design Reviews With Clients & PartnersCraig Peters
No matter how great your designs are, the way you communicate with your clients/business partners can make or break your engagement, especially as design challenges and organizations become more complex.
But what actually makes some meetings go well, and others not? We’ve heard “Be storytellers,” “Provide the right context,” and “Set expectations,” but what does that look like in practice?
I’ll provide real-life examples of how we’ve done this in our presentations for client engagements. We’ll include examples of our fundamental concepts we live by. No surprises. Over-communicate. Tell them how to be and what to do in the meeting. Design every slide of a presentation, not just the “designs.” Tell a story. Assume your clients have no idea what your meeting is all about (put yourself in their shoes).
It always goes better when you’re well prepared; we’ll help you get there.
Here are the slides from my closing plenary at WebExpo in Prague, Czech Republic on 22 September 2012. A few rants, a few truths, a few goofy opinions, but backed up with a little experience, too.
Giant 2015: CTRL Z, A Practitioner's Support GroupDavid Farkas
A discussion in how we can better ask and offer support within our teams when projects and situations occur that are unexpected or non-ideal. This presentation was paired with a live-demo and discussion.
Organizational Parkour: the Negotiation Game for DesignersJoan Vermette
At IAS09, Matt Milan gave a provocative talk on what he called "Innovation Parkour." Parkour is a way of moving from place to place as efficiently as possible by jumping, vaulting, or climbing around obstacles. His talk was a plea for us to practice our craft so great design can become a reflex in the face of challenge, much as parkour artists view the environment not as a hindrance to their sport but an aid.
I believe the equivalent of the built environment in parkour is less the landscape of the design challenges we face than the structures, process, and culture of the organizations in which we do our work. Yes, design exercises make better designers - however, an IA/UXer who can solve wicked problems but who can't get her organization to implement her solutions needs also to be practicing complimentary disciplines: cultural diagnostics, relationship savvy, and communication and negotiation skills.
Enter Organizational Parkour, a game where IA/UXers can practice these complimentary skills. The game pits teams against each other to complete deliverables, by role-playing and negotiating based on the tenets of Principled Negotiation. Game players are guided on how to use negotiation skills to manage sticky client issues and see great work to completion.
Lecture 1 of 4 in the Game Design Class, Fall 2012 - Structure of Games: introduction to formal, dramatic, spatial elements, and a definition of games.
Finding detailed specifications for implementing user research methods is easy - but matching specific methods to your particular needs can be a challenge. We’ll outline an underlying framework for research approaches so you’ll understand why each method works as well as when to use i
**This version of our presentation is for World Information Architecture Day, Feb 9 2013 in Ann Arbor** Chris and Farris expose the differences between how user experience designers and analytics practitioners think. While UXD weave best practices and user research into their designs, digital analysts spend their time confirming or refuting hypotheses in a data-driven way. One approach is decidedly qualitative, the other decidedly quantitative. In this presentation you will learn through their conversations how it is possible to leverage both enlightened design and deep data to continuously optimize user experiences. If you work on either side of this debate, this is how to better state your case… and get along with the other side.
Thoughts on Customer Feedback - Aviva Rosenstein, WarmGun 2014Aviva Rosenstein
Aviva's talk from Warm Gun 2014 - why Ready, Fire, Aim can backfire, illustrated with a story about collecting customer feedback on a new experience. Includes thoughts on tying customer feedback channels to user needs and business goals, and pitfalls to avoid when building customer feedback channels.
Of brains and buttons (UXCE, Berlin, Germany)Eric Reiss
There are four main topics in this presentation - from simple practical considerations to the more obscure cognitive triggers. IAs need to know this stuff and act on it before the interaction-design crowd, the business analysts, and the content strategists take it away from them:
1. Forms and basic functionality - the crap needs to work
2. Building shared references - folks won't buy what they don't understand
3. Value-added services - enhancing the experience through context
4. Cognitive triggers - influencing irrational decision-making processes
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Organizational Parkour: the Negotiation Game for DesignersJoan Vermette
At IAS09, Matt Milan gave a provocative talk on what he called "Innovation Parkour." Parkour is a way of moving from place to place as efficiently as possible by jumping, vaulting, or climbing around obstacles. His talk was a plea for us to practice our craft so great design can become a reflex in the face of challenge, much as parkour artists view the environment not as a hindrance to their sport but an aid.
I believe the equivalent of the built environment in parkour is less the landscape of the design challenges we face than the structures, process, and culture of the organizations in which we do our work. Yes, design exercises make better designers - however, an IA/UXer who can solve wicked problems but who can't get her organization to implement her solutions needs also to be practicing complimentary disciplines: cultural diagnostics, relationship savvy, and communication and negotiation skills.
Enter Organizational Parkour, a game where IA/UXers can practice these complimentary skills. The game pits teams against each other to complete deliverables, by role-playing and negotiating based on the tenets of Principled Negotiation. Game players are guided on how to use negotiation skills to manage sticky client issues and see great work to completion.
Lecture 1 of 4 in the Game Design Class, Fall 2012 - Structure of Games: introduction to formal, dramatic, spatial elements, and a definition of games.
Finding detailed specifications for implementing user research methods is easy - but matching specific methods to your particular needs can be a challenge. We’ll outline an underlying framework for research approaches so you’ll understand why each method works as well as when to use i
**This version of our presentation is for World Information Architecture Day, Feb 9 2013 in Ann Arbor** Chris and Farris expose the differences between how user experience designers and analytics practitioners think. While UXD weave best practices and user research into their designs, digital analysts spend their time confirming or refuting hypotheses in a data-driven way. One approach is decidedly qualitative, the other decidedly quantitative. In this presentation you will learn through their conversations how it is possible to leverage both enlightened design and deep data to continuously optimize user experiences. If you work on either side of this debate, this is how to better state your case… and get along with the other side.
Thoughts on Customer Feedback - Aviva Rosenstein, WarmGun 2014Aviva Rosenstein
Aviva's talk from Warm Gun 2014 - why Ready, Fire, Aim can backfire, illustrated with a story about collecting customer feedback on a new experience. Includes thoughts on tying customer feedback channels to user needs and business goals, and pitfalls to avoid when building customer feedback channels.
Of brains and buttons (UXCE, Berlin, Germany)Eric Reiss
There are four main topics in this presentation - from simple practical considerations to the more obscure cognitive triggers. IAs need to know this stuff and act on it before the interaction-design crowd, the business analysts, and the content strategists take it away from them:
1. Forms and basic functionality - the crap needs to work
2. Building shared references - folks won't buy what they don't understand
3. Value-added services - enhancing the experience through context
4. Cognitive triggers - influencing irrational decision-making processes
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. GOAT RODEO: A chaotic situation,
typically in a corporate setting…
3. “Where so many things
...go wrong that you
need to go right for
everything to turn out
not utterly disastrous.”
--Chris Thile
4.
5.
6.
7. Sloop John B Chart
Key= G
G / / / So hoist up the John B's sail
G / / / See how the main sail sets
G / / / Call for the Captain ashore
D / / / Let Me Go Home
G / / / Let Me Go Home
C / / / I want to go home,yeah yeah
G / D / Well I feel so broke up
G / / / Please let me go home
9. HOW TO RUN A LOUSY
JAM SESSION
• Don’t ExplainThe Structure.
• Insist On Playing Something Nobody
Knows
• Show off.After all, it’s all about you.
• Don’t Bring Charts.
• Stop A Song To Critique Someone And
TellThem “You’re Doing It Wrong”
• Treat It Like An Audition
10. LESSONS I’VE LEARNED
FROM JAM SESSIONS
1. UnderstandThe Culture
2. Set ExpectationsAsYou
Go
3. Listen &Watch
4. Stay In Tune
5. Set A Rhythm
6. Set a Structure
7. Pay Attention and
Listen
8. RightSize
9. Don’t Over Contribute
10. Let Others Shine
11. TakeTurns
12. ShowThe Ropes
13. FindThe Right Times
14. SharpenYour Skills
15. Improve Over Time
16. Let Flow Happen
11. HOW DOYOU WIN A
GOAT RODEO?
Everybody has fun.
Nobody gets hurt.
Everyone learns
something…