You'll learn:
- How to design ahead of development without chaos
- How to conduct user research within Agile
- How to deliver consistent UX on tight timelines
What do you get when user experience drives the agile process? Dual-Track Agile, where the features of the product are discovered alongside the development of the product itself. This session will explain what dual-track agile is, the benefits of dual-track agile, the role of UX, and what to expect. It will focus on the discovery cycle, the role of validated hypotheses and assumptions and how UX uniquely contributes to this invaluable process.
[Agile Trends 2019] UX Research & Dual TrackFlavio Nazario
Nesta palestra, além de apresentar os benefícios de envolver os usuários para entregar produtos de valor. Mostramos uma série de exemplos de validação de hipóteses conectados com técnicas de UX Research que geram aprendizagem contínua para as equipes multidisciplinares de diferentes maturidades.
This presentation covers key aspects of Dual Track Agile and provides real-world examples and case studies. It also gives some background on the Discovery and Framing framework and is meant for practitioners who have been using Lean-Agile methodology for at least a year.
While the slides do not describe UCD (User-Centered Design), Pair Programming, TDD (Test Driven Development), or DDD (Domain Driven Development), these concepts are assumed in the approach. That's how VMware Pivotal builds great products.
The approach described here is only ideal for Lean-Agile methodology.
A brief introduction to User Experience (UX) Research (in English and Bahasa Indonesia). This lecture was delivered on 19th February 2019 at Ciputra University, Surabaya, Indonesia.
Dual Track Agile Or, How I learned to stop worrying and love the scrumUXDXConf
In software there are two key types of work - discovery and delivery. However, that doesn't mean there are different people doing those jobs. If the whole team is responsible for product success, not just getting things built, then the whole team needs to understand and contribute to both kinds of work.
Dual track agile and the UXDX model both convey the approach of design and development working together.
An Introduction to the World of User ResearchMethods
What is user? Why do we do it? How do we do it? User Research Consultants, Dr Jennifer Klatt and Ben Smith from Methods Digital (https://methodsdigital.co.uk/) have kindly put together this slide deck to take you through the basics.
The first part of a workshop on user experience surveys. Topics: (1) how to improve the questions in surveys and (2) how to assess UX using a survey.
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
What do you get when user experience drives the agile process? Dual-Track Agile, where the features of the product are discovered alongside the development of the product itself. This session will explain what dual-track agile is, the benefits of dual-track agile, the role of UX, and what to expect. It will focus on the discovery cycle, the role of validated hypotheses and assumptions and how UX uniquely contributes to this invaluable process.
[Agile Trends 2019] UX Research & Dual TrackFlavio Nazario
Nesta palestra, além de apresentar os benefícios de envolver os usuários para entregar produtos de valor. Mostramos uma série de exemplos de validação de hipóteses conectados com técnicas de UX Research que geram aprendizagem contínua para as equipes multidisciplinares de diferentes maturidades.
This presentation covers key aspects of Dual Track Agile and provides real-world examples and case studies. It also gives some background on the Discovery and Framing framework and is meant for practitioners who have been using Lean-Agile methodology for at least a year.
While the slides do not describe UCD (User-Centered Design), Pair Programming, TDD (Test Driven Development), or DDD (Domain Driven Development), these concepts are assumed in the approach. That's how VMware Pivotal builds great products.
The approach described here is only ideal for Lean-Agile methodology.
A brief introduction to User Experience (UX) Research (in English and Bahasa Indonesia). This lecture was delivered on 19th February 2019 at Ciputra University, Surabaya, Indonesia.
Dual Track Agile Or, How I learned to stop worrying and love the scrumUXDXConf
In software there are two key types of work - discovery and delivery. However, that doesn't mean there are different people doing those jobs. If the whole team is responsible for product success, not just getting things built, then the whole team needs to understand and contribute to both kinds of work.
Dual track agile and the UXDX model both convey the approach of design and development working together.
An Introduction to the World of User ResearchMethods
What is user? Why do we do it? How do we do it? User Research Consultants, Dr Jennifer Klatt and Ben Smith from Methods Digital (https://methodsdigital.co.uk/) have kindly put together this slide deck to take you through the basics.
The first part of a workshop on user experience surveys. Topics: (1) how to improve the questions in surveys and (2) how to assess UX using a survey.
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Google UX Design Course - Portfolio Project 1 - App Design for a Fictional St...AnandGopalakrishnan8
This is my First Portfolio Project that I made as a part of the Google UX Design Course. I worked on this project from July to November 2022. It is a design for an e-commerce app for a fictional shop selling sports equipment/clothing.
These slides are for the following session presented at the UX STRAT Online 2021 Conference:
"Bridging the Gap Between Product Strategy & Execution"
Kévin Boezennec
Singapore Bank: Director of CX, Product, and Innovation
Epoca presented at Service Design Drinks Milan #3 how to use the customer journey map tool in b2b projects, showcasing a case-study they have been working on in the last years.
Inside you there is a secret product idea...some problem you are just itching to solve. Yet it falls prey to that deadly statement: “Someday, when I have more time...”
In this action-packed 180 minutes, UX Lisbon participants got their ideas out and into the world. Using Lean Startup principles and these fun and rapid methods, they created a coherent, lo-fi product concept and got peer feedback on it. From identifying the problem it solves for people and understanding the role it plays in customers’ lives to identifying a key metric to indicate traction, they explored the idea in full. They wrapped up with practical, actionable (and simple!) next steps to propel the ideas forward.
Slides Ian Multon recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Customer Support Scores: CSAT vs. NPS vs. CESTaskUs
Customer satisfaction is a key performance indicator for business-to-consumer companies, but the abundance of customer service support metrics has made it hard to identify the best way to gauge how your customers actually feel. We help you understand the pros and cons of the most prevalent scoring systems to help you understand your options.
Working with frog's UX experts, Melinda curated, collated and edited the GE User Experience Playbook for all those charged with designing GE products and services.
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
How to be a Web 2.0 Metrics Jedi (Web 2.0 Expo, April 2009)Dan Olsen
How to use metrics to optimize your product, marketing, and business by Dave McClure, Dan Olsen, and Ted Rheingold at O'Reilly San Francisco Web 2.0 Expo, April 2009.
Business plans take too long to write, are seldom updated, and almost never read by others but documenting your hypotheses is key.
Lean Canvas solves this problem using a 1-page business model that takes under 20 minutes to create, will be read by more people, and lets you focus on building your business - faster.
You'll learn:
- How to create a roadmap for current, near-term, and future projects
- How to communicate priorities clearly with your team
- How to present your roadmap to executives
You'll learn:
- How to solve product problems and uncover UX opportunities
- How to plan and track your experiments
- How to supplement qualitative product feedback with quantitative data
Google UX Design Course - Portfolio Project 1 - App Design for a Fictional St...AnandGopalakrishnan8
This is my First Portfolio Project that I made as a part of the Google UX Design Course. I worked on this project from July to November 2022. It is a design for an e-commerce app for a fictional shop selling sports equipment/clothing.
These slides are for the following session presented at the UX STRAT Online 2021 Conference:
"Bridging the Gap Between Product Strategy & Execution"
Kévin Boezennec
Singapore Bank: Director of CX, Product, and Innovation
Epoca presented at Service Design Drinks Milan #3 how to use the customer journey map tool in b2b projects, showcasing a case-study they have been working on in the last years.
Inside you there is a secret product idea...some problem you are just itching to solve. Yet it falls prey to that deadly statement: “Someday, when I have more time...”
In this action-packed 180 minutes, UX Lisbon participants got their ideas out and into the world. Using Lean Startup principles and these fun and rapid methods, they created a coherent, lo-fi product concept and got peer feedback on it. From identifying the problem it solves for people and understanding the role it plays in customers’ lives to identifying a key metric to indicate traction, they explored the idea in full. They wrapped up with practical, actionable (and simple!) next steps to propel the ideas forward.
Slides Ian Multon recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Customer Support Scores: CSAT vs. NPS vs. CESTaskUs
Customer satisfaction is a key performance indicator for business-to-consumer companies, but the abundance of customer service support metrics has made it hard to identify the best way to gauge how your customers actually feel. We help you understand the pros and cons of the most prevalent scoring systems to help you understand your options.
Working with frog's UX experts, Melinda curated, collated and edited the GE User Experience Playbook for all those charged with designing GE products and services.
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
How to be a Web 2.0 Metrics Jedi (Web 2.0 Expo, April 2009)Dan Olsen
How to use metrics to optimize your product, marketing, and business by Dave McClure, Dan Olsen, and Ted Rheingold at O'Reilly San Francisco Web 2.0 Expo, April 2009.
Business plans take too long to write, are seldom updated, and almost never read by others but documenting your hypotheses is key.
Lean Canvas solves this problem using a 1-page business model that takes under 20 minutes to create, will be read by more people, and lets you focus on building your business - faster.
You'll learn:
- How to create a roadmap for current, near-term, and future projects
- How to communicate priorities clearly with your team
- How to present your roadmap to executives
You'll learn:
- How to solve product problems and uncover UX opportunities
- How to plan and track your experiments
- How to supplement qualitative product feedback with quantitative data
Qual vs. Quant: Using data to Build Better Productsuxpin
You'll learn:
- How to use quantitative and qualitative data for decisionmaking
- How to create and validate your hypotheses
- How to evaluate solutions to product problems
Tribal DDB: Advertising & UX, We Argue But We Love Each Other ReallyDavid Vogel
Slides for the presentation David Vogel from Tribal DDB gave at the UX Cocktail hour at Adaptive Path with theme 'Soul With A Capital $' about the relationship between Advertising and UX.
Unfortunately I have had to delete some of the more client specific slides.
4 enseignements appris en travaillant à l'étrangerMatthieu Lerat
Les choses que j’aurais voulu savoir avant de travailler à l’étranger afin de pouvoir anticiper ce que je m'apprétais à vivre et mieux me projeter dans ma future vie.
Mobile UX Design Best Practices for AdvertisingBrant Nesbitt
As we transition from desktop to mobile devices, our behaviors evolve and we adapt to accomplish tasks quicker than ever before. With such a finite amount of screen space, yet infinite possibilities, it is time to evolve the way we present content, thus ensuring a pleasant user experience.
Good “Fingertip Legibility” is the result of ads that provide concise messaging and beautiful product imagery, thus allowing users to make split second decisions and take action.
Seismic Change in Enterprise UX: Blowing Up Your Legacy System to Start From ...uxpin
You'll learn:
- When to rebuild a legacy system vs. work around your current system
- How to prepare and roadmap for a legacy rebuild project
- Step-by-step instructions for successfully rebuilding a legacy system
Presented at EuroIA17, September 2017; World IA Day NYC, February 2017; Interact, October 2016 (London, UK); earlier versions in 2014 at UXPA Boston (Boston, MA, USA); in 2013 at Interaction S.A. (Recife, Brasil), Intuit (Mountain View, CA, USA), Designers + Geeks (New York, USA); in 2012 at UX Russia (Moscow, Russia), UX Hong Kong (Hong Kong, China), WebVisions NYC (New York, NY, USA); in 2011 at the IA Summit (Denver, CO, USA), UX-LX (Lisbon, Portugal), Love at First Website (Portland, OR, USA).
This is something of a successor to my talk "Marrying Web Analytics and User Experience" (http://is.gd/vK34zS)
UX Process — From Idea To ImplementationDan Malarkey
My UX Process slides from my talk at Code On The Beach. This is a vague overlook into the user experience process of design when building digital products
The Product Visioning Workshop: A Proven Method for Product Planning and Prio...Perfetti Media
Is your team looking for new product concepts to capture a new market? Do you need to establish a long-term product strategy? Are you working to set a direction to drive roadmap decisions?
In this presentation, we will share a proven approach for creating a long-term product vision that your team can understand and rally behind. We will share all of the techniques you'll need to successfully run a Product Visioning Workshop with your product team and business stakeholders.
You will learn how to create a long-term vision for your product, establish consensus and buy-in across your organization, and prioritize features for the product roadmap. Your product managers will come away equipped to create roadmaps that align with your long-term product strategy.
Video → https://youtu.be/eYZoN_HqARc
The TEDx idea worth sharing? Break the ego wall.
One of the greatest illusions in our society is about the individual genius. If we break this myth, we find instead how the best ideas are born out of collaborations: with a partner, with a team, with the business, with society as a whole. Why then our culture has this obsession for the individual? The trouble can be easily found in us. More precisely, our ego, and how that conflicts with others' ego.
This talk was presented first at TEDxBologna 2016.
24 Awesome Infographic Ideas to Inspire Your Next Beautiful CreationPiktochart
Infographics are awesome, simply because they can capture and hold our attention so well - if done right. The best part is, there are so many great examples out there that we can draw inspiration from. Here are 24 infographic ideas that you can use to create your next beautiful creation.
Enchanting Color Palettes Inspired By Pantone Spring 2017 Color TrendsDesignMantic
The advent of Spring is marked by floral and fresh colors that leave a soothing and joyful impact on the audience. Here we have compiled some palettes inspired by the Pantone Spring Color Trends of 2017. Hope this helps you to imbue great colors in your business design!
GDG Cloud Southlake #19: Sullivan and Schuh: Design Thinking Primer: How to B...James Anderson
Brian Sullivan and J Schuh GDG Cloud Southlake #19: Design Thinking Primer: How to Build Better Ideas
Video and other items from the event are here: https://gdg.community.dev/events/details/google-gdg-cloud-southlake-presents-gdg-cloud-southlake-19-sullivan-and-schuh-design-thinking-primer-how-to-build-better-ideas/
Topic: UI/UX DESIGN IN AGILE PROCESS
Why do we integrate design into our Agile process?
As we all know, the Agile Manifesto is well-received and successfully adopted as it is today thanks to the 12 underpinning principles. While “good design” is one main reason that “enhances agility”, “Agile processes promote sustainable development”.
At Axon Active, it’s important for us to do everything Agile and work with one another collaboratively in Collaboration Model. It gets people on the same page, makes everyone engage more with the product, encourages them to share more creative ideas, and gives them the flexibility they need to improve themselves.
Indeed, Designers and Developers can collaborate more closely and effectively, and subsequently integrating design into Agile process will yield numerous benefits.
For that reason, Scrum Breakfast Da Nang this October will be the very chance for you to learn:
• How to successfully integrate design into Agile process in practice
• How different Collaboration Model is from traditional model
• The benefits of Collaboration Model when done correctly
Understand what design thinking is. Learn how to use design thinking in SAP, Oracle EBS projects to understand what your customers/users really need. Seize the business benefits and innovate.
Just Married: User Centered Design and AgileMemi Beltrame
User Centred Design (UCD) and Agile Development are two of the most exciting and productive Methods to achieve high quality appication both desired by the customers and loved by the users. UCD and Agile Development are though often said to be impossible to combine and that despite their great advantages any attempt would most certainly lead to disaster.
This talk picks up the main points of both methods, shows the key issues and tries to offer a pragmatic approach on how to successfully combine User Centered Design and Agile Development.
IT Executive's Guide to Design thinking | AlgarytmPropel Apps
Understand what design thinking is. Learn how to use design thinking in SAP, Oracle EBS projects to understand what your customers/users really need. Seize the business benefits and innovate.
Lean Design Research - Why There’s No Excuse Wasting Money on Bad Products A...Dialexa
In the age of the consumer and consumerism of IT, there’s no question that design thinking is critical to new product success. The importance of design thinking has become so clear that there has been a surge in demand for design at the executive table.
http://by.dialexa.com/lean-design-research-no-excuse-wasting-money-on-bad-products
The shorter version of these slides was presented at Amuse UX 2015 Special Meetup (Budapest, Hungary) — http://www.meetup.com/UXbudapest/events/225944151/.
The Guide to Agile UX Design Sprint PlaybookKaren Ho
Alex Gamble is a product designer at Price Waterhouse Coopers New Zealand. He has helped a variety of businesses, from small start-ups to big corporates, develop user-centred products. Alex’s goal is to bring forward a lean product revolution.
How we got everyone at MYOB hooked on UX, and how we're managing their addict...Megan Dell
MYOB hasn't been known for its usability and design. In the past 12 months, a UX team has been growing, and their influence on product design and development is continually growing. As User Experience designers and managers of a UX team, getting buy-in from your stakeholders and peers is awesome - especially when you're all new to the company. But what happens when you've increased the interest and buy-in so much that it turns into a monster to manage? You could double the size or your team, or you could do what we're doing - educating the rest of the company about good design and user experience and letting go of the reins a little. Scary? Yes. Learn how we're doing things at MYOB and the exponential change we are seeing in the company culture.
This course is a detailed course about Primavera Project Management.
The course contains so many details about the software and its relation to the project management science.
the material consists of 7 sessions.
this material is a primer effort and might be updated then uploaded.
I hope it will be beneficial to the persons who cares about project management.
With the adoption of methods based on rapid experiments to validate hypotheses with customers, there is also a need for design to adapt and respond continually. As such, there is a need to balance the decisions taken in autonomy by teams and the overarching service coherency. Inspired by devOps principles, designOps is a practice that aims to support people across the organization to continuously redesign their products without compromising design excellence. This talk, based on the experience of coaching design teams at different levels, explores the possibilities of moving out from heavyweight upfront analyses, reducing handoffs, and creating reliable feedback loops with end users. A new paradigm, where the ability of design is shifting from being a specific practice to genuinely becoming part of everyone’s job. A key component to enables others, designers and non-designers, to create meaningful experiences in a complex environment.
Similar to The Dual-Track Agile UX Process at Dell EMC (20)
Evolving your Design System: People, Product, and Processuxpin
You'll learn:
How to create and maintain a design system over several years
How people, process, and product change alongside a design system
Lessons learned from growing the Linkedin design system
How Atlassian builds and manages their design system across their product suite
How the Design System team empowers users by iterating with research and testing
How design and engineering cooperate to be efficient and productive
Accessibility in Design Systems by Allison Shawuxpin
You'll learn:
The benefits of accessibility in a design system
How to create and incorporate accessibility standards
How to improve accessibility across your product suite
UXPin: State of the Union Product Keynote by Marcin Trederuxpin
How UXPin unifies design with code in design systems
Recent design system features in UXPin alongside roadmap
Predictions for the future of design tools.
Consistency vs. Flexibility in Design Systems: A GE Case Study by Ken Skistimasuxpin
A case study from the Predix Design System at GE on how balance consistency and flexibility in a large scale design system.
You'll learn:
Where design systems should be consistent or flexible
How GE Digital handles consistency vs. flexibility in the Predix design system
How to adapt tools and technology to balance both.
- Useful technology and frameworks for a scalable design system
- How to create a design systems process from scratch
- How to collaborate with developers in a design system
Developing UX ROI in Enterprise Land: An ADP Case Studyuxpin
You'll learn:
How to develop a quantitative framework for measuring UX ROI
How to use UX ROI as a strategic alignment tool with CX and other internal customer teams
Best practices and lessons learned
Design systems: accounting for quality and scalabilityuxpin
You'll learn:
How Forumone builds and implements design systems for their clients
How to plan, create, sell, and implement a design system
How to use common design tools to build a design system developers will use
Three's a Party: How Trifectas Help Product, Engineering, and Design Work Tog...uxpin
You'll learn:
How to change your collaboration model for PM, engineering, and design as teams grow
How to define responsibilities, cadence, and activities across every layer of a product organization
How Shopify tackles multi-disciplinary collaboration across product teams
Automating Design Processes for Teams: An IDEO Case Studyuxpin
You'll learn:
How IDEO used bots to help automate user research
How you can use automation to improve team efficiency
The future of automation in design
Calculating the ROI of UX with Standard Financial Modelsuxpin
You'll learn:
- How to create a UX ROI model with decision trees and expected values
- How to forecast the effect of UX on sales
- How to use SUS and NPS to measure the effect of UX
From 6 to 126 in 4 Years: The Story Behind Atlassian Designuxpin
You'll learn:
- How to lead design teams through periods of rapid growth
- How to change design processes, build design culture, and scale teams over time
- How to engage engineering and product teams to create a customer-focused organization
Building a UX Process at Salesforce that Promotes Focus and Creativityuxpin
You'll learn:
- How Salesforce designed a large-scale UX process across teams
- Why certain design activities were chosen over others
- How to preserve design quality at scale
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
Transforming Brand Perception and Boosting Profitabilityaaryangarg12
In today's digital era, the dynamics of brand perception, consumer behavior, and profitability have been profoundly reshaped by the synergy of branding, social media, and website design. This research paper investigates the transformative power of these elements in influencing how individuals perceive brands and products and how this transformation can be harnessed to drive sales and profitability for businesses.
Through an exploration of brand psychology and consumer behavior, this study sheds light on the intricate ways in which effective branding strategies, strategic social media engagement, and user-centric website design contribute to altering consumers' perceptions. We delve into the principles that underlie successful brand transformations, examining how visual identity, messaging, and storytelling can captivate and resonate with target audiences.
Methodologically, this research employs a comprehensive approach, combining qualitative and quantitative analyses. Real-world case studies illustrate the impact of branding, social media campaigns, and website redesigns on consumer perception, sales figures, and profitability. We assess the various metrics, including brand awareness, customer engagement, conversion rates, and revenue growth, to measure the effectiveness of these strategies.
The results underscore the pivotal role of cohesive branding, social media influence, and website usability in shaping positive brand perceptions, influencing consumer decisions, and ultimately bolstering sales and profitability. This paper provides actionable insights and strategic recommendations for businesses seeking to leverage branding, social media, and website design as potent tools to enhance their market position and financial success.
Can AI do good? at 'offtheCanvas' India HCI preludeAlan Dix
Invited talk at 'offtheCanvas' IndiaHCI prelude, 29th June 2024.
https://www.alandix.com/academic/talks/offtheCanvas-IndiaHCI2024/
The world is being changed fundamentally by AI and we are constantly faced with newspaper headlines about its harmful effects. However, there is also the potential to both ameliorate theses harms and use the new abilities of AI to transform society for the good. Can you make the difference?
8. The Promise
Teams receive a prioritized backlog of
user stories that break the production
process into manageable chunks.
The chunks are estimated and producing
them exposes team velocity. Accurate
completion dates an be inferred.
The burndown chart closes in on zero as
the team works through a known
backlog.
Design teams have long and frustrating
Sprint planning meetings because
backlog items are poorly defined.
They have slow velocity as well as poor
design because details are still being
worked out during the Sprint.
The amount of waste and rework is very
high because backlog items have not
been validated.
The Reality
9. Gestalt:
a structure, arrangement, or pattern of
physical, biological, or psychological
phenomena so integrated as to constitute
a functional unit with properties not
derivable by summation of its parts.
18. The Discovery Track
The Discovery track is all about quickly
generating validated product backlog
items.
Research sprints focus on discovering
a set of user needs and articulating them
as problem statements.
Design sprints focus on creating a
working prototype from research sprint
insights.
The Delivery track is all about generating
releasable prototypes.
Interaction designers, visual designers,
copywriters, and UX Engineers refine
prototypes into production-ready assets.
User testing focuses on optimizing
designs rather than validating backlog
disruptive ideas.
The Delivery Track
19. The Research Sprint (4 days)
Interpret and test initial stakeholder
requirements using a “quick win”
prototype
Discover what we don’t yet know about
the user’s needs and process
Validate a high concept and unpack it for
focused creative work
Move the project from actionable insight
to a working prototype through rapid
ideation
Practice team ideation and deep
discussion of ideas during the sketch &
decide days
Build and test a clickable prototype as a
proof-of concept for delivery
The Design Sprint (5 days)
Hello my name is Ian Armstrong and I’m a Senior UX designer at Dell EMC where I lead a high-performing UX team’s interaction design and define a large part of our agile creative process for multiple teams at the Dell Digital Studio.
Since completing the largest tech merger in history my team, under Nicolas Rodet, has been working to transform our corner of the Enterprise into a design thinking agency; capable of breaking the sort of entrenched paradigms that often ensnare large enterprises and delivering progressively more value to the end user.
When you’ve been doing things the old way for a couple of decades that can be a really scary process.
Throw in the already tricky problem of aligning a sales-driven company with an engineering-heavy culture, a global audience, and a bunch of creatives who don’t consume agile or project management processes the same way as anyone else -- and there are days when crying in a corner and mumbling about velocity vs cadence seems preferable to taking your next set of calls.
Alas, we persist, but the struggle is real
So today the thing I want to talk to you about is how to make your creative process, your delivery process, and your engineering process all work together without devolving it into a paint by numbers exercise that makes everybody on your team wish they worked at Facebook or Google.
We want to create value, not requirements.
That probably should have been part of the agile manifesto.
As you know from the title of my webinar we’re going to talk about a dual track agile process – and I’m definitely going to focus on the ideation side of things - but the topic is more complex than “design for the backlog, deliver for the devs.”
I think it’s useful to start with a quick review of design, user experience design, and the ideas at the core of a functional agile process.
Design is the rendering of intent
In 1997, when I first took an interest in marketing and advertising, I asked the head of the Academy of Art’s advertising department why I should study in his program instead of learning computer graphics or photography or music production or some other discipline that didn’t involve the occasional suit & tie mentality.
He said something that stuck with me.
In most forms of art, the viewer’s interpretation is what matters.
I mean let’s be real here: Jackson Pollock and Pablo Picasso probably wouldn’t give two craps what you think their art means.
It wasn’t meant for you but they’re pleased you like it. Care to commission one?
In design, however, the intended message is what matters.
By studying advertising, I was pledging myself to a creative field where more than 80% of the viewers of my work would need to interpret it’s meaning with a high degree of fidelity to exactly what we came up with on the creative brief.
On message, on target, measurable, predictable, and repeatable – but somehow not completely boring.
I later learned that the most powerful form of advertising doesn’t complete the circle of logic for the viewer.
Instead it gives them all the information required to come to the correct conclusion, which makes the advertising message THEIR IDEA.
Having come up with the conclusion themselves the idea then has real power.
Many of you will recognize this as the basis of a compelling user experience as well and that isn’t a coincidence.
We don’t tell our visitors who they are but, rather, we enable them to be more like themselves and we try our best to make that a powerful feeling.
The graphics, the code, and the copy are all artifacts. Deliverables.
They are the end result of many MANY many hours of hard work, blood, sweat, tears, pizza, and the occasional tequila.
The process that gets us from actionable insight to a value proposition though?
That’s UX and UX needs to fit within the agile framework preferred by most of the companies we work for today.
At the heart of agile is the iterative loop. Build, test, refine.
The team mascot for agile, however, is scrum and scrum has a lot of rules. You need a well groomed product backlog, which requires you to have a decent idea of what you are building even if you don’t have all of the details yet.
I mean it’s called the one of uncertainty not the cone of “I have no idea what and I can’t even” – and if we’re being honest that’s where a lot of green field design starts from.
Also we’ll get to that.
You need a properly estimated sprint backlog and at the end of two weeks you need to produce a theoretically shippable increment.
Those rules don’t always work well for creative teams because in a lot of cases they were written in a way that supports engineers.
Let’s unpack that with the help of Google.
Google Ventures illustrates the problem with a pair of graphics on the promise vs the reality of agile in a design unit.
One of the most common complaints from designers, when they are asked to write and estimate user stories, is that if they could write a user story they would have already designed the interface. For example a user story may say something like:
“As an IT Manager I need to be able to log in and view my past network designs”
To a developer this makes sense. To a designer it raises questions:
Do we need to log in every time we visit the website?
How can I minimize the number of interactions required to get to relevant data if I’m forcing a login where it isn’t axiomatic to a feature’s functionality?
Should we even subject regular visitors to a login?
When do we ask for it?
Can I accelerate it?
How do we handle the registration loop?
What do we do if a user forgets their password?
A working UI isn’t just the sum of its parts, it’s a gestalt.
In other words, we aren’t just building Frankenstein’s monster here, we are building an ecosystem.
The whole thing needs to hang together as part of a holistic end to end experience.
If all we do is bolt a bunch of features onto the page in isolation, we don’t even need to test that result – we already know it’s going to be terrible.
So what looked like a small story is suddenly a full blown whiteboarding session with the UX Deigner, engineer, product owner, and visual designer.
It may take a few days just to get all those people together then a couple of weeks to test and build it.
So to recap: “As an IT Manager I need to be able to log in and view my past network designs”
Innocent story not so innocent after all.
And then you remember that a stakeholder is anyone who can derail the train… and there are many many stakeholders.
So again - waste and rework are the bane of the design cycle.
Not an alternate fact
So there’s something we need to talk about, or at least acknowledge.
UX in its purest form is inherently waterfall
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It thrives on preparation
We want to know everything we can about the user
We want to know all the details of the business model
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Only then do we have any hope of designing something that is ideal for both
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There are several books on this. Unfortunately for UX, modern design is agile and we need to make UX delivery an agile process.
Unless you literally just crawled out from under the rock where you’ve been living since 1992 this isn’t new information.
I’m betting at least half of you have read Jeff Gothelf’s “Lean UX” and although that isn’t the main topic of today’s webinar it is definitely related because dual-track agile can suffer from a lot of the same problems if you aren't careful.
It’s a great place to start though, if you haven’t left the old rock house since Nirvana still smelled like teen spirit.
Today though - - we’re here to address the next problem in line after lean UX.
In agile we live comfortably.
Okay fine.
We say we live comfortably within the cone of uncertainty.
The thing about the cone of uncertainty is that while all of the details aren’t yet known the general direction is pretty clear.
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Captain obvious is sponsoring this slide and asked me to remind everyone of the takeaway: you can’t design a system if you don’t know why you’re designing, what the business goals are, who the users are, or how you intend to measure them.
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So the question before us today is this:
How do we establish a (generally) valid design direction with enough clarity to fill a backlog? We don’t need to know exactly how the story ends but we need to know where North is or our iteration will be more like a Jackson Pollack painting than a marketing message
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And good luck measuring that for anything but a frame.
Also yes, my bachelors degree is from an art school. Thank you for noticing.
We know about the delivery track.
Generally speaking, it looks like Scrum.
We could talk about the delivery track and whether to work in sprints or a continuous flow system like Kanban but the thing is we already know a whole lot about those choices.
The delivery track is the meat & potatoes of agile and it’s where we spend most of our time.
It’s not where the best ideas come from though.
Yoda is right.
There is another track that design teams use in their quest for the almighty minimum viable product.
It’s created several household names.
It goes by a lot of names as well.
I like to call it the discovery track and we really owe thanks to Google Ventures for defining it.
At Google the ideation track comes in two flavors: the research sprint and the design sprint.
A lot of you have read Sprint and I bet at least a quarter of you have tried to run a design sprint.
For the other unspecified percent of you, let’s quickly review a purist’s approach to dual track agile.
But how do we get from a bunch of value propositions to an MVP?
There are two types of discovery sprints.
We use the research sprint when we are short on user data
We use a design sprint when we are ready to unpack the problem
Spoiler warning: The design sprint as much more work
When you aren’t sure what you need to build and the goal is to surface user needs around a business objective, you do a research sprint
When you have a solid set of business objectives, behavioral personas, and user needs available that’s when you run a design sprint
Design sprints are the bread & butter that power Google Ventures, one of the largest tech incubators ever created
They’re pretty flipping cool
We’ll handle the enterprise caveats later
If you’ve ever used Slack, Firefox, or Prudential insurance you’ve seen the result of a design sprint. It’s not crazy.
The U.S. Department of Defense literally used a design sprint to assess the value of life saving technology. You’d best believe they had some big hats up in that room.
Every team names these days differently. I like these labels, you may like others. It’s the theme of the day that matters.
UnpackThe ideal team will include representatives from all relevant functions and at all levels within the organization such as sponsors, senior managers, marketers, designers, developers, customer service, sales, user support, etc.
SketchSketch day is an individual effort. Everyone (even high level managers and engineers) is tasked with coming up with a detailed solution to the problem.
DecideReview everyone’s sketches and work out how various ideas may conflict with your objectives, abilities, resources, etc. The last part of Decide Day is to create some storyboards for your most workable ideas.
PrototypeThis is where the work gets serious. You have a single day to create a prototype that your users can test on the final day. Researchers should be working on the test plan
Test
Find out if you actually solved the problem.
Yes, we will go over these again.
At Dell Digital the main problem I ran into with design sprints is that they were really designed for startups or small teams.
At a startup working on its first product it’s not nearly as difficult to get a bunch of decision makers in the room for five days and gun out a new MVP.
They bleed your product and they’re focused.
Anyone who has ever tried to explain to an SVP at a multi-billion-dollar corporation that you’ll need five days of his or her undivided attention for the 37th project on their list of critical initiatives the current fiscal quarter knows that the pure form of this thing is not happening.
Not even close.
The struggle is real.
There’s a saying that UX designers and agile coaches use but it loses basically everyone else.
I realize that makes for a terrible joke but it’s still useful in context.
The Titanic isn’t going to turn in time.
You’re on the foredeck screaming BERG!
The engines are grinding backwards, the screws are churning up backwash, and basically everybody is about to be dead.
As the saying goes, ships don’t turn fast enough to save themselves from icebergs and neither do enterprises.
What we need is a way to redefine the iceberg in a way that the ship is capable of understanding.
Here are a few of the objectives I’ve faced to running design sprints:
- Stakeholders are busy people
- Decision makers want a top-line summary, not details, and certainly don’t want dirty hands about 95% of the time
- Designers find it frustrating to have to do their ideation with stakeholders in the room, who tend to be grounded in their perception of reality. You don’t get blue sky by reading from a book of best practices.
- Businesses are execution focused and tend to have a “get it done yesterday” process model. That attitude, by the way, keeps your scrum master in a job defending you from the tender mercies of a stakeholder whim. It’s not changing.
- Agile purists will tell you the design sprint is waterfall masquerading as agile (it’s not – it’s about aiming the cone of uncertainty – design sprints give us the blessing of direction, not the mandate of a final decision).
- They’re intensely exhausting. Oh, they’re totally worth it and they save a ton of time but it puts the lactic acid back in the term “sprint” for sure
- They don’t understand what the deliverable at the end of the week is supposed to be.
- They like to tell you what is impossible way before getting to the discuss & decide segment
- Modern enterprises are super virtualized. My last sprint included two people in the U.K., one on the East Coast, two of us at the San Francisco office on Market Street, a graphic designer in Idaho, and I can’t even tell you where the other
stakeholders were calling in from.
- And most importantly there is often a profound lack of consistent user profile information across product teams or, heaven help you, entire subsidiary companies.
Design sprints are hard. They are new and can be uncomfortable.
They’re also the coolest thing since pockets (and I totally stole that line from my director Tom Willey) if you need to do something like say… deliver the entire Dell EMC world virtual experience application in under 8 weeks and are expected by your new CEO to break online attendance records.
Yeah, that’s a real thing.
Without a design sprint it might well be what we call a resume-generating event.
I’m guessing you’d like some tips on how we did it?
There are five components I want to talk about.
Some are soft skills and others require hard measurements.
In my experience at Dell Digital all of them are important.
I’ll go through them one at a time but here’s the list.
Goal Directed Design is an interaction design methodology created by Cooper that identifies the goals and behaviors of users, and the goals of a business, and directly translates these into design.
Cooper also invented personas, which are kind of a big deal, even if Cooperian personas are a little fluffy compared to what came later.
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Human-centered design is a creative approach to problem solving and the backbone of IDEO’s design philosophy.
It's a process that starts with the people you're designing for and ends with new solutions that are tailor made to suit their needs.
We went over the lenses of HCD earlier in this presentation.
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KPIs are what make a design measurable.
They should be based on real data, not guesswork. If you have analytics then use them.
It’s also good to consider that in most cases raw number signal adoption but percentages signal a change in usability.
For example it’s more useful to know that a user who adds 7 friends on a social network is likely to be retained than it is to know you added 15,000 new members in your first month.
KPI measurements should be crafted to match the business goals and incremented in a way that allows for optimization vs vanity metrics.
The UX brief is borrowed directly from my agency experience early in my career, and during my bachelors program at the Academy of Art.
A UX brief lays out all of the information a creative team needs in order to begin an ideation, or a design sprint, in the most succinct way possible.
I’ll show you mine in just a moment.
And finally remember that conflicts between designers, stakeholders, and engineers are teaching points in the context of a design sprint.
Just to give a quick example – a stakeholder might misunderstand the intent of a feature, or a designer might feel limited by the stakeholder’s vision.
As the two groups resolve their conflict it’s good to recognize that the conflict was likely going to happen anyhow.
The difference is that in a delivery sprint it may have taken a week and a half to resolve instead of 20 minutes.
Finally – and this may be the most important point of all – let your people know what they are in for.
While we try to limit the meeting hours required your primary team members are still in for at least 8 hours of meeting over 5 days.
Make sure they are prepared for that reality and do your best to communicate how important their contribution to the success of an MVP is.
Describe the business opportunity
Give a high-level overview of the business opportunity. This could also be a problem statement. Reference any supporting research.
What business objectives capitalize on the opportunity?
There should be several objectives related to the business opportunity. These should be actionable, measurable goals.
How can we measure the objectives as conversions?
A conversion is the final action we want a user to take at the end of a funnel. It can be a product purchase, initiating a live chat, clicking an email link, downloading a document, sharing a product data sheet, etc.
What are our primary user types and what do we know about their behaviors?
Briefly describe the main behavioral personas here. Attach any detailed profile information to the document as separate pages.
Where and how is the user interacting with our product?
Identify the primary touchpoints and environments in which we expect the user to interact with the product. While mobile devices make “everywhere and on anything” a tempting answer, it helps to define our primary use cases.
What budget, time, or platform constraints exist?
Include any legacy systems that must be supported, hard deadlines, or platform restrictions related to device types, software versions, etc.
Is there any specific creative direction that needs to be followed outside of the standard branding guidelines?
Add any information that may be useful to creatives. This can include branding information, tone of voice details, or feature requests from users that should be given consideration.
Back here on planet Enterprise I can’t just ask a director to spend the next 40 hours of their life in a conference room.
If your company isn’t literally swimming in cash, you probably can’t even get half of your people in the same city.
At Dell we have had to make a few concessions to the gods of industry.
The unpack will take about 2.5 hours.
Note: not 8 hours.
It’s the first day so people will get off topic.
You’re going to want to talk about the user and stakeholders will keep on naming feature requests or business goals.
Be patient with them, they are smart people who learn fast if you let them.
I like to start on a Wednesday because it lets prototyping wrap the whole weekend, plus a Monday. Your UI designers will thank you.
You aren’t going to know enough the first few times but using a UX brief will definitely help.
Sketch day is going to be a pretty individual effort.
Book a 1-hour meeting around mid-morning to check in with everyone and hear some of their ideas.
Refer back to your user personas and business goals in the UX brief.
Try to add some love to the forgotten ones.
Also stay available on Slack and, as a facilitator, be ready to have additional impromptu sessions on request.
Remind everyone that there are no bad ideas – this is your chance to get crazy and blue sky.
It’s actually really fun to see how far out of the box your most conservative team members get once they have permission.
Which, let’s be honest, feels weird. Good weird, but weird.
Discuss day is the grind.
We straight up booked 4 hours in a telepresence conference room for my last design sprint and we used two more in a standard Webex call before we split.
Put an image of the lenses of HCD on the screen and remind people of how they are going to use them.
Every idea should be run by the appropriate stakeholders for viability, then the engineers for feasibility.
The UX person in the room, which is probably you given the nature of this Webinar audience, will focus on desirability.
You’ll come out of discuss day knowing what you want to build though and later on you’ll realize how much more awesome your stakeholder relationships become.
One of the tangible benefits of a design sprint is a near total alignment between stakeholders, engineers, and the design team.
Prototyping day is when everyone but the design team gets a day off.
As I pointed out earlier I actually like to set this up so it hits on a Monday and that way the design team has a weekend to let all of the ideas sink in
Plus they can boost a few hours on Saturday or Sunday if they feel like it’s going to be too much work in a single shot.
Remember that the prototype doesn’t have to be high fidelity – just clickable.
How clickable depends on whether you intend to do guided or unguided objective testing.
We use both InVision and UXPin, depending on our ability to lean on pre-authored object libraries vs a totally new interface.
Testing day should be the one that is easier in enterprise because you have dedicated resources.
Really, you don’t have a valid excuse to blow testing. Budget is like… our one mega-advantage.
Line this one up before you unpack.
Know who you are going to test with so you aren’t stuck wondering what the heck to do about it on Tuesday morning.
A bit of preparation makes this easy.
Having real user feedback will help guide the iterative process of the early delivery sprints.
Presenting the final result won’t take long – you’ll probably only need 30-45 minutes because nobody in the room is going to be surprised by the work.
It ends up spawning a huge agile planning meeting later since you can really flesh out the backlog now but that was really the whole point.
Spoiler: it won’t be pretty
- The high level overview will happen fast.
- You will probably have too many supporting goals.
- You will probably have a terrifying lack of user data.
- Stakeholders won’t understand why the user is so important until you try to storyboard a few of the user journey points.
- At that point you’ll probably pause the unpack and commission user research, which may completely blow up your first attempt at a sprint. Reschedule and keep going.
Now that you know this it probably won’t happen.
You’ll have to tell me what the next iteration of “oops” looks like on the Product Tribes slack.
Let’s get to your questions and comments.