Many User Experience (UX) practitioners face organizational barriers that limit their ability to influence product decisions. Unfortunately, there is little concrete knowledge about how to systematically overcome these barriers to optimize UX work and foster a stronger organizational UX culture. This paper introduces the concept of User Experience Capacity-Building (UXCB) to describe the process of building, strengthening, and sustaining effective UX practices throughout an organization. Through an integrated literature review of relevant HCI and capacity-building research, this paper defines UXCB and proposes a conceptual model that outlines the conditions, strategies, and outcomes that define a UXCB initiative. Five areas of future research are presented that aim to deepen our understanding of UXCB as both a practice and an area of scholarship.
How to Design the Fun Out of Things --Lessons on Contextual Inquiry in UX at ...Brock Dubbels
There is nothing more wondrous in software than a dancing bear. Well, maybe an evil dancing bear. In this workshop, learn to express your schadenfreude through the design of software. Learn the glorious irony in the creation of pain stations: a paradise lost complete with repetitive treadmills of grinding.
Alternatively, if you enjoy babygoats on trampolines and other "happy things, this session will provide a model for learn to design invoke play, and sustain it through interaction and feedback, and if you are evil, then take it away. We learn three aspects of discount design methods as simplified user testing, narrowed prototypes, and heuristic flow models for delivering software for impact and persuasion.
Create live action simulation, with insights on the difference between imitation and emulation, and when they are most useful. Use ethnographic methods for conducting contextual analysis, learn about data-informed models; create documentation like procedural workflows and hierarchical flow charts for the creation of your very own WAAD (work activity affinity diagram) fro creating needs, requirements and design
Assessing the User Experience (UX) of Online Museum Collections: Perspectives...craigmmacdonald
Studies show that online museum collections are among the least popular features of a museum website, which many museums attribute to a lack of interest. While it’s certainly possible that a large segment of the population is simply uninterested in viewing museum objects through a computer screen, it is also possible that a large number of people want to find and view museum objects digitally but have been discouraged from doing so due to the poor user experience (UX) of existing online-collection interfaces. This paper describes the creation and validation of a UX assessment rubric for online museum collections. Consisting of ten factors, the rubric was developed iteratively through in-depth examinations of several existing museum-collection interfaces. To validate the rubric and test its reliability and utility, an experiment was conducted in which two UX professionals and two museum professionals were asked to apply the rubric to three online museum collections and then provide their feedback on the rubric and its use as an assessment tool. This paper presents the results of this validation study, as well as museum-specific results derived from applying the rubric. The paper concludes with a discussion of how the rubric may be used to improve the UX of museum-collection interfaces and future research directions aimed at strengthening and refining the rubric for use by museum professionals.
Presented at the 2015 Museums and the Web conference in Chicago IL.
It Takes A Village: Building UX Capacity in Librariescraigmmacdonald
With growing interest in applying user experience (UX) methods to improve library interfaces, spaces, and services, it is critical to gain a deeper understanding of the organizational factors influencing libraries' adoption and incorporation of UX expertise. This article reports the results of semi-structured interviews with 16 UX librarians and focuses on how the positions were created, the benefits they have brought to their library, their biggest challenges, and the extent that their work is understood throughout the library. The article concludes with a preliminary model of library UX maturity and six critical directions for the future of UX librarianship.
In today’s technology-driven world, digital projects are not judged by how fast or attractive they are but rather by their ability to consistently offer memorable and engaging experiences for users. In this workshop, attendees will learn the key concepts and methods of User Experience (UX) and how a combination of design thinking and experience-centered strategy can help researchers and practitioners create digital tools that consistently engage users on both cognitive and emotional levels. Held as part of 2016 #NYCDHweek.
UX Librarians: User Advocates, User Researchers, Usability Evaluators, or All...craigmmacdonald
User Experience (UX) is gaining momentum as a critical success factor across all industries and sectors, including libraries. While usability studies of library websites and related digital interfaces are commonplace, UX is becoming an increasingly popular topic of discussion in the community and is emerging as a new specialization for library professionals. To better understand this phenomenon, this paper reports the results of a qualitative study involving interviews with 16 librarians who have “User Experience” in their official job titles. The results show that UX Librarians share a user-centered mindset and many common responsibilities, including user research, usability testing, and space/service assessments, but each individual UX Librarian is also somewhat unique in how they approach and describe their work. As a whole, the research sheds light on an emerging library specialization and provides a valuable snapshot of the current state of UX Librarianship.
Full paper available at http://www.craigmacdonald.com/research-2/
User-Centered Design and the LIS Curriculum: Reflections on the UX Program at...craigmmacdonald
With its emphasis on users and their experiences with technology, User Experience (UX) is an emerging area of interest for many fields. It is especially relevant to the Library and Information Sciences (LIS) communities, as libraries, museums, archives and other information organizations become increasingly dependent on the web and digital technologies. This presentation describes Pratt Institute's innovative, multi-faceted educational program aimed at preparing students for careers as UX professionals, either outside or within LIS-focused organizations, through blending traditional classroom learning with extracurricular opportunities that provide students with a mix of theoretical knowledge and practical application.
Presented at 2014 Annual Conference of the Association for Library and Information Science Education (ALISE 2014).
An Overview of the NSF CAREER, Broader Impacts, and Developing, Inplementing,...Michael Thompson
This presentation provides a detailed overview of the NSF CAREER, the Integrated Research and Education Plan (IRP), Broader Impacts, and other hints and tools for successfully writing a CAREER proposal.
How to Design the Fun Out of Things --Lessons on Contextual Inquiry in UX at ...Brock Dubbels
There is nothing more wondrous in software than a dancing bear. Well, maybe an evil dancing bear. In this workshop, learn to express your schadenfreude through the design of software. Learn the glorious irony in the creation of pain stations: a paradise lost complete with repetitive treadmills of grinding.
Alternatively, if you enjoy babygoats on trampolines and other "happy things, this session will provide a model for learn to design invoke play, and sustain it through interaction and feedback, and if you are evil, then take it away. We learn three aspects of discount design methods as simplified user testing, narrowed prototypes, and heuristic flow models for delivering software for impact and persuasion.
Create live action simulation, with insights on the difference between imitation and emulation, and when they are most useful. Use ethnographic methods for conducting contextual analysis, learn about data-informed models; create documentation like procedural workflows and hierarchical flow charts for the creation of your very own WAAD (work activity affinity diagram) fro creating needs, requirements and design
Assessing the User Experience (UX) of Online Museum Collections: Perspectives...craigmmacdonald
Studies show that online museum collections are among the least popular features of a museum website, which many museums attribute to a lack of interest. While it’s certainly possible that a large segment of the population is simply uninterested in viewing museum objects through a computer screen, it is also possible that a large number of people want to find and view museum objects digitally but have been discouraged from doing so due to the poor user experience (UX) of existing online-collection interfaces. This paper describes the creation and validation of a UX assessment rubric for online museum collections. Consisting of ten factors, the rubric was developed iteratively through in-depth examinations of several existing museum-collection interfaces. To validate the rubric and test its reliability and utility, an experiment was conducted in which two UX professionals and two museum professionals were asked to apply the rubric to three online museum collections and then provide their feedback on the rubric and its use as an assessment tool. This paper presents the results of this validation study, as well as museum-specific results derived from applying the rubric. The paper concludes with a discussion of how the rubric may be used to improve the UX of museum-collection interfaces and future research directions aimed at strengthening and refining the rubric for use by museum professionals.
Presented at the 2015 Museums and the Web conference in Chicago IL.
It Takes A Village: Building UX Capacity in Librariescraigmmacdonald
With growing interest in applying user experience (UX) methods to improve library interfaces, spaces, and services, it is critical to gain a deeper understanding of the organizational factors influencing libraries' adoption and incorporation of UX expertise. This article reports the results of semi-structured interviews with 16 UX librarians and focuses on how the positions were created, the benefits they have brought to their library, their biggest challenges, and the extent that their work is understood throughout the library. The article concludes with a preliminary model of library UX maturity and six critical directions for the future of UX librarianship.
In today’s technology-driven world, digital projects are not judged by how fast or attractive they are but rather by their ability to consistently offer memorable and engaging experiences for users. In this workshop, attendees will learn the key concepts and methods of User Experience (UX) and how a combination of design thinking and experience-centered strategy can help researchers and practitioners create digital tools that consistently engage users on both cognitive and emotional levels. Held as part of 2016 #NYCDHweek.
UX Librarians: User Advocates, User Researchers, Usability Evaluators, or All...craigmmacdonald
User Experience (UX) is gaining momentum as a critical success factor across all industries and sectors, including libraries. While usability studies of library websites and related digital interfaces are commonplace, UX is becoming an increasingly popular topic of discussion in the community and is emerging as a new specialization for library professionals. To better understand this phenomenon, this paper reports the results of a qualitative study involving interviews with 16 librarians who have “User Experience” in their official job titles. The results show that UX Librarians share a user-centered mindset and many common responsibilities, including user research, usability testing, and space/service assessments, but each individual UX Librarian is also somewhat unique in how they approach and describe their work. As a whole, the research sheds light on an emerging library specialization and provides a valuable snapshot of the current state of UX Librarianship.
Full paper available at http://www.craigmacdonald.com/research-2/
User-Centered Design and the LIS Curriculum: Reflections on the UX Program at...craigmmacdonald
With its emphasis on users and their experiences with technology, User Experience (UX) is an emerging area of interest for many fields. It is especially relevant to the Library and Information Sciences (LIS) communities, as libraries, museums, archives and other information organizations become increasingly dependent on the web and digital technologies. This presentation describes Pratt Institute's innovative, multi-faceted educational program aimed at preparing students for careers as UX professionals, either outside or within LIS-focused organizations, through blending traditional classroom learning with extracurricular opportunities that provide students with a mix of theoretical knowledge and practical application.
Presented at 2014 Annual Conference of the Association for Library and Information Science Education (ALISE 2014).
An Overview of the NSF CAREER, Broader Impacts, and Developing, Inplementing,...Michael Thompson
This presentation provides a detailed overview of the NSF CAREER, the Integrated Research and Education Plan (IRP), Broader Impacts, and other hints and tools for successfully writing a CAREER proposal.
User eXperience (UX) is defined as involving a person's behaviors, attitudes, and emotions about using a particular product, system or service. A company‘s UX strategy can include many activities, such as design thinking, early user experience methods, content strategy, certain types of user and market research, quantitative assessments, process innovation, design patterns, UX organizational structure, and career development. To large technology corporations and companies UX provides an important part of their business, and has a major impact on strategy and decision making. However, the way UX is managed an implemented can vary greatly from company to company.This paper provides an overview of the UX processes used by some of the world‘s leading technology companies and discusses which aspects of those strategies these companies choose to disclose and share in the public sphere
Evaluation of Web Applications based on UX ParametersIJECEIAES
The objective of evaluating User Experience (UX) in this era of technology is to enhance the user satisfaction. Earlier applications were built with the aim of reducing the work of users. But with the evolution of the technology, the emergence of new gadgets and new trends in the information technology, the applications had to be more user-centric. The primary objective of this research is to evaluate the user experience of web applications based on different UX parameters using different techniques and given a rating. Each of these ratings are combined to determine the overall rating of UX for the web application. Also, the secondary objective of this research is to provide suggestions or recommendations based on the ratings to improve the UX of the web applications. An experimental study was conducted and the results show a significant improvement. Areas of further enhancements have also been identified and presented.
Global Redirective Practices: an online workshop for a clientSean Connolly
This slidedeck is an exhaustive report consisting of research in sociological literature, user research in focus groups, competitive analysis of similar tools, and, designing for a client with no money and no technical ability.
[Because this was a presentation, much of the information is supplied by the presenter. Critical information of the presentation has been added to the slide deck as 'Notes:']
An institutional perspective on analytics that focusses on a particular tool developed using an agile methodology to visualise learner behaviours in MOOCs via Sankey diagrams.
Managing Your (DH) Project: Setting the Foundation for Working Collaborativel...Julie Meloni
I worked through these slides during the THATCamp Pacific Northwest 2010 Project Management Bootcamp Session. For more info on THATCamp PNW see http://www.thatcamppnw.org/
Tell me what you want and I’ll show you what you can have: who drives design of technology for learning?
Associate Professor Sue Cobb
Interactive Technologies and Games (ITAG) Conference 2014
Health, Disability and Education
Dates: Thursday 16 October 2014 - Friday 17 October 2014
Location: The Council House, NG1 2DT, Nottingham, UK
Teaching/Learning IA: Considerations for UX Strategy in Educational ContextsGuiseppe Getto
My poster for the 2014 IA Summit (http://2014.iasummit.org/). It depicts a workflow for helping folks without UX experience to start working on projects.
THE USABILITY METRICS FOR USER EXPERIENCEvivatechijri
THE USABILITY METRICS FOR USER EXPERIENCE was innovatively created by Google engineers and it is ready for production in record time. The success of Google is to attributed the efficient search algorithm, and also to the underlying commodity hardware. As Google run number of application then Google’s goal became to build a vast storage network out of inexpensive commodity hardware. So Google create its own file system, named as THE USABILITY METRICS FOR USER EXPERIENCE that is GFS. THE USABILITY METRICS FOR USER EXPERIENCE is one of the largest file system in operation. Generally THE USABILITY METRICS FOR USER EXPERIENCE is a scalable distributed file system of large distributed data intensive apps. In the design phase of THE USABILITY METRICS FOR USER EXPERIENCE, in which the given stress includes component failures , files are huge and files are mutated by appending data. The entire file system is organized hierarchically in directories and identified by pathnames. The architecture comprises of multiple chunk servers, multiple clients and a single master. Files are divided into chunks, and that is the key design parameter. THE USABILITY METRICS FOR USER EXPERIENCE also uses leases and mutation order in their design to achieve atomicity and consistency. As of there fault tolerance, THE USABILITY METRICS FOR USER EXPERIENCE is highly available, replicas of chunk servers and master exists.
THE USABILITY METRICS FOR USER EXPERIENCE was innovatively created by Google engineers and it is ready for production in record time. The success of Google is to attributed the efficient search algorithm, and also to the underlying commodity hardware. As Google run number of application then Google’s goal became to build a vast storage network out of inexpensive commodity hardware. So Google create its own file system, named as THE USABILITY METRICS FOR USER EXPERIENCE that is GFS. THE USABILITY METRICS FOR USER EXPERIENCE is one of the largest file system in operation. Generally THE USABILITY METRICS FOR USER EXPERIENCE is a scalable distributed file system of large distributed data intensive apps. In the design phase of THE USABILITY METRICS FOR USER EXPERIENCE, in which the given stress includes component failures , files are huge and files are mutated by appending data. The entire file system is organized hierarchically in directories and identified by pathnames. The architecture comprises of multiple chunk servers, multiple clients and a single master. Files are divided into chunks, and that is the key design parameter. THE USABILITY METRICS FOR USER EXPERIENCE also uses leases and mutation order in their design to achieve atomicity and consistency. As of there fault tolerance, THE USABILITY METRICS FOR USER EXPERIENCE is highly available, replicas of chunk servers and master exists.
How can User Experience and Business Analysis work well together?User Vision
UX and business analysis – achieving the benefits of a close relationship
Many UX professionals cross paths with business analysts in the course of delivering projects. Both professions define and apply requirements, though typically one leans toward user requirements and the other toward business requirements. However these worlds often converge, especially as more organisations realise the business value of focusing on customers through user research and user-centred design. It is perhaps inevitable that these two professions, increasingly valued for customer-oriented projects, occasionally have overlapping remits which may lead to either internal friction or positive outcomes.
In this session we explore the areas of similarity, difference and potential collaboration in the respective fields of user experience and business analysis.
We will co-present the briefing with Sarah Williams, a senior business analyst and UX practitioner with leading law firm Linklaters who has successfully integrated the fields and evangelised the UX and service design approach for many internal and client-facing projects. Sarah and Chris Rourke from User Vision will discuss the goals and perspectives of the two fields and where the greatest opportunities are for knowledge transfer and co-operation for successful project delivery.
The talk will be especially of interest for UX professionals working alongside BAs, Business Analysts wanting to know more about user experience and service design, or anyone managing teams that have either or both of these important roles.
Assessing the Implementation of Authentic, Client-Facing Student Projects in ...craigmmacdonald
User Experience (UX) is often cited as one of the fastest growing occupations, creating opportunities across nearly every sector for individuals skilled in the application of user-centered design principles and methods. Many Information and Library Schools have responded to this demand by introducing more UX coursework into their curriculum, but the proliferation of agile software development and lean product design has incentivized organizations to look for experienced individuals for UX roles, even those that are considered entry-level. As a result, aspiring information professionals face a paradoxical situation in which they are required to have UX experience before they can gain UX experience. This article provides an assessment of one institution's efforts to overcome this experience gap by offering opportunities for students to participate in three types of authentic client-facing UX projects. Through surveys of students and clients served over four academic years, we provide a set of lessons learned and recommended best practices for incorporating project-based learning opportunities into UX courses.
Navigating the UX Obstacle Course: A Practical Guidecraigmmacdonald
When we talk about UX, we often talk about it in terms of methods (like card sorting and usability testing) or products (like wireframes and sketches) or as a general effort to be more user-centered in the way interfaces are designed and services are provided. While this view of UX is accurate, it's also incomplete because it obscures the fact that doing good UX requires more than just figuring out how to apply the right method or design an intuitive interface. It also requires navigating a complex web of organizational factors, logistical constraints, and practical obstacles that threaten to derail any UX project before it even gets off the ground. In this interactive session, attendees will delve more deeply into to the more nitty-gritty aspects of getting UX work done. By the end of this talk, attendees will have a stronger grasp on the biggest barriers to doing good UX and get a head start on developing concrete strategies and practical solutions to overcome those barriers and design a more experience-centered organization.
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User eXperience (UX) is defined as involving a person's behaviors, attitudes, and emotions about using a particular product, system or service. A company‘s UX strategy can include many activities, such as design thinking, early user experience methods, content strategy, certain types of user and market research, quantitative assessments, process innovation, design patterns, UX organizational structure, and career development. To large technology corporations and companies UX provides an important part of their business, and has a major impact on strategy and decision making. However, the way UX is managed an implemented can vary greatly from company to company.This paper provides an overview of the UX processes used by some of the world‘s leading technology companies and discusses which aspects of those strategies these companies choose to disclose and share in the public sphere
Evaluation of Web Applications based on UX ParametersIJECEIAES
The objective of evaluating User Experience (UX) in this era of technology is to enhance the user satisfaction. Earlier applications were built with the aim of reducing the work of users. But with the evolution of the technology, the emergence of new gadgets and new trends in the information technology, the applications had to be more user-centric. The primary objective of this research is to evaluate the user experience of web applications based on different UX parameters using different techniques and given a rating. Each of these ratings are combined to determine the overall rating of UX for the web application. Also, the secondary objective of this research is to provide suggestions or recommendations based on the ratings to improve the UX of the web applications. An experimental study was conducted and the results show a significant improvement. Areas of further enhancements have also been identified and presented.
Global Redirective Practices: an online workshop for a clientSean Connolly
This slidedeck is an exhaustive report consisting of research in sociological literature, user research in focus groups, competitive analysis of similar tools, and, designing for a client with no money and no technical ability.
[Because this was a presentation, much of the information is supplied by the presenter. Critical information of the presentation has been added to the slide deck as 'Notes:']
An institutional perspective on analytics that focusses on a particular tool developed using an agile methodology to visualise learner behaviours in MOOCs via Sankey diagrams.
Managing Your (DH) Project: Setting the Foundation for Working Collaborativel...Julie Meloni
I worked through these slides during the THATCamp Pacific Northwest 2010 Project Management Bootcamp Session. For more info on THATCamp PNW see http://www.thatcamppnw.org/
Tell me what you want and I’ll show you what you can have: who drives design of technology for learning?
Associate Professor Sue Cobb
Interactive Technologies and Games (ITAG) Conference 2014
Health, Disability and Education
Dates: Thursday 16 October 2014 - Friday 17 October 2014
Location: The Council House, NG1 2DT, Nottingham, UK
Teaching/Learning IA: Considerations for UX Strategy in Educational ContextsGuiseppe Getto
My poster for the 2014 IA Summit (http://2014.iasummit.org/). It depicts a workflow for helping folks without UX experience to start working on projects.
THE USABILITY METRICS FOR USER EXPERIENCEvivatechijri
THE USABILITY METRICS FOR USER EXPERIENCE was innovatively created by Google engineers and it is ready for production in record time. The success of Google is to attributed the efficient search algorithm, and also to the underlying commodity hardware. As Google run number of application then Google’s goal became to build a vast storage network out of inexpensive commodity hardware. So Google create its own file system, named as THE USABILITY METRICS FOR USER EXPERIENCE that is GFS. THE USABILITY METRICS FOR USER EXPERIENCE is one of the largest file system in operation. Generally THE USABILITY METRICS FOR USER EXPERIENCE is a scalable distributed file system of large distributed data intensive apps. In the design phase of THE USABILITY METRICS FOR USER EXPERIENCE, in which the given stress includes component failures , files are huge and files are mutated by appending data. The entire file system is organized hierarchically in directories and identified by pathnames. The architecture comprises of multiple chunk servers, multiple clients and a single master. Files are divided into chunks, and that is the key design parameter. THE USABILITY METRICS FOR USER EXPERIENCE also uses leases and mutation order in their design to achieve atomicity and consistency. As of there fault tolerance, THE USABILITY METRICS FOR USER EXPERIENCE is highly available, replicas of chunk servers and master exists.
THE USABILITY METRICS FOR USER EXPERIENCE was innovatively created by Google engineers and it is ready for production in record time. The success of Google is to attributed the efficient search algorithm, and also to the underlying commodity hardware. As Google run number of application then Google’s goal became to build a vast storage network out of inexpensive commodity hardware. So Google create its own file system, named as THE USABILITY METRICS FOR USER EXPERIENCE that is GFS. THE USABILITY METRICS FOR USER EXPERIENCE is one of the largest file system in operation. Generally THE USABILITY METRICS FOR USER EXPERIENCE is a scalable distributed file system of large distributed data intensive apps. In the design phase of THE USABILITY METRICS FOR USER EXPERIENCE, in which the given stress includes component failures , files are huge and files are mutated by appending data. The entire file system is organized hierarchically in directories and identified by pathnames. The architecture comprises of multiple chunk servers, multiple clients and a single master. Files are divided into chunks, and that is the key design parameter. THE USABILITY METRICS FOR USER EXPERIENCE also uses leases and mutation order in their design to achieve atomicity and consistency. As of there fault tolerance, THE USABILITY METRICS FOR USER EXPERIENCE is highly available, replicas of chunk servers and master exists.
How can User Experience and Business Analysis work well together?User Vision
UX and business analysis – achieving the benefits of a close relationship
Many UX professionals cross paths with business analysts in the course of delivering projects. Both professions define and apply requirements, though typically one leans toward user requirements and the other toward business requirements. However these worlds often converge, especially as more organisations realise the business value of focusing on customers through user research and user-centred design. It is perhaps inevitable that these two professions, increasingly valued for customer-oriented projects, occasionally have overlapping remits which may lead to either internal friction or positive outcomes.
In this session we explore the areas of similarity, difference and potential collaboration in the respective fields of user experience and business analysis.
We will co-present the briefing with Sarah Williams, a senior business analyst and UX practitioner with leading law firm Linklaters who has successfully integrated the fields and evangelised the UX and service design approach for many internal and client-facing projects. Sarah and Chris Rourke from User Vision will discuss the goals and perspectives of the two fields and where the greatest opportunities are for knowledge transfer and co-operation for successful project delivery.
The talk will be especially of interest for UX professionals working alongside BAs, Business Analysts wanting to know more about user experience and service design, or anyone managing teams that have either or both of these important roles.
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Assessing the Implementation of Authentic, Client-Facing Student Projects in ...craigmmacdonald
User Experience (UX) is often cited as one of the fastest growing occupations, creating opportunities across nearly every sector for individuals skilled in the application of user-centered design principles and methods. Many Information and Library Schools have responded to this demand by introducing more UX coursework into their curriculum, but the proliferation of agile software development and lean product design has incentivized organizations to look for experienced individuals for UX roles, even those that are considered entry-level. As a result, aspiring information professionals face a paradoxical situation in which they are required to have UX experience before they can gain UX experience. This article provides an assessment of one institution's efforts to overcome this experience gap by offering opportunities for students to participate in three types of authentic client-facing UX projects. Through surveys of students and clients served over four academic years, we provide a set of lessons learned and recommended best practices for incorporating project-based learning opportunities into UX courses.
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When we talk about UX, we often talk about it in terms of methods (like card sorting and usability testing) or products (like wireframes and sketches) or as a general effort to be more user-centered in the way interfaces are designed and services are provided. While this view of UX is accurate, it's also incomplete because it obscures the fact that doing good UX requires more than just figuring out how to apply the right method or design an intuitive interface. It also requires navigating a complex web of organizational factors, logistical constraints, and practical obstacles that threaten to derail any UX project before it even gets off the ground. In this interactive session, attendees will delve more deeply into to the more nitty-gritty aspects of getting UX work done. By the end of this talk, attendees will have a stronger grasp on the biggest barriers to doing good UX and get a head start on developing concrete strategies and practical solutions to overcome those barriers and design a more experience-centered organization.
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The increasing popularity of the Web and the proliferation of mobile technologies have had a tremendous impact on museums. The deployment of new technology into physical museum spaces has greatly enhanced the in-person museum experience, but efforts to improve the virtual museum experience have been less successful. This lightning talk describes our preliminary efforts to develop and validate a user experience (UX) assessment rubric for online museum collections. Drawing from existing research and current interface design and usability best practices, this rubric provides a set of criteria for assessing the extent to which an online museum collection provides a positive user experience for online visitors. Future research directions will be presented alongside the results from an initial pilot study.
Presented at the 2014 Museums and the Web conference in Baltimore, MD.
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Morville & Rosenfeld's "Information Architecture for the World Wide Web" positioned IA as an approach to web/interface design that is deeply embedded in, and strongly informed by, the LIS discipline. To re-consider of the impact of the LIS discipline on the IA profession, this presentation (and a subsequent paper) reports the preliminary results of an analysis of syllabi of information architecture courses offered by graduate schools of Library and Information Science in the United States and Canada.
Presented for the Teaching IA workshop at the 2014 IA Summit in San Diego, CA.
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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?
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Whether you’re looking to create a guest house, a rental unit, or a private retreat, our experienced team will design a space that complements your existing home and maximizes your investment. We provide personalized, comprehensive expert accessory dwelling unit (ADU)drafting solutions tailored to your needs, ensuring a seamless process from concept to completion.
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User Experience (UX) Capacity-Building: A Conceptual Model and Research Agenda
1. User Experience (UX)
Capacity-Building:
A Conceptual Model and
Research Agenda
Craig M. MacDonald
Associate Professor
Pratt Institute, School of Information
June 26, 2019
3. UX in industry
The UX industry has experienced rapid growth over the last
decade, driven largely by the creation of in-house UX
teams.
But, many organizations misunderstand UX and/or don’t
devote enough resources to UX, which makes it difficult to
create or sustain a user-centered culture.
• (Rosenbaum, Rohn, & Humburg, 2000; Law, Van Shaik, & Roto, 2014;
Winter, Ronkko, & Rissanen, 2014; Stone, Bentley, & Shebanek, 2016)
4. Organizational challenges to UX
Too much emphasis on persuasion and compromise
Barriers to effective collaboration
Difficulty securing budget/resources for UX
Lack of buy-in or support from executives
Too many organizational inefficiencies
Resistance or hostility towards UX
Hard to navigate organizational cultures
• (Ardito, Buono, Caivano, Costabile, & Lanzilotti, 2014; Farrell & Nielsen, 2014;
Wale-Kolade, 2015; Gray 2016; MacDonald, 2017; Treder, Cao, & Ho, 2017;
Bruun, Larusdottir, Nielsen, Nielsen, & Persson, 2018)
5. UX Capacity-Building (UXCB)
UXCB can be a solution to these challenges.
Notably, UXCB is not new; rather, it is proposed as an
organizing concept that can tie together past and future
HCI research related to the identification, development,
and evaluation of strategies to grow and sustain a healthy
UX culture.
6. Inspiration: ECB
Evaluation Capacity-Building (ECB) started in the 1980s as
a way to help non-profit and government organizations
improve their ability to evaluate the quality of programs
and services
ECB is “the intentional work to continuously create and
sustain overall organizational processes that make quality
evaluation and its uses routine”
• (Stockdill et al., 2002)
7. ECB vs. EC
ECB researchers draw a distinction between:
the activities that define an organization’s evaluation capacity; and
the activities used to strengthen or sustain that capacity.
This distinction implies that:
(1) evaluation capacity is not a static construct; and
(2) there are techniques specifically designed to build evaluation
capacity.
So, ECB is itself a practice and field of study with its own
structural elements, themes, knowledge, and competencies
• (Baizerman et al., 2002)
8. UX Capacity-Building
Drawing inspiration from ECB, UXCB is proposed as:
The intentional work to continuously create and sustain
overall organizational processes that make quality UX
work routine.
9. UXCB vs. UXC
Like ECB, we can draw a distinction between:
the activities that define an organization’s UX capacity; and
the activities used to strengthen or sustain that capacity.
Like ECB, this distinction implies that:
(1) UX capacity is not a static construct, and
(2) there are techniques specifically designed to build UX capacity.
Like ECB, this suggests UXCB can also be a practice and field of
study with its own structural elements, themes, knowledge,
and competencies
11. Related conceptual frameworks
Flow of Competence (Gray, Toombs, & Gross, 2015)
Describes how individual designers’ perceptions and use of UX
competencies influences how they work within and/or build their
org’s UX culture.
SC5 Design Strategy Framework (Liikkanen, 2016)
A “roadmap” for UX transformation with six dimensions.
Organizational Competence (Furniss, Curzon, & Blandford, 2018)
Identified six areas that form an “integrated web” of competence and
determines the success of a product.
Strategic Usability Assessment (Kieffer & Vanderdonkct, 2016)
Assessment instrument to determine how well usability evaluations
are used to achieve business goals.
12. UX Maturity Models
Define a linear path from an initial/beginning stage to the
highest stage of organizational maturity.
Usually 5-7 clearly defined stages, with brief description of
characteristics of each stage.
Some examples:
Earthy’s Organizational Human Centeredness Scale (1998)
Schaffer and Lahiri’s Usability Maturity Model (2004)
Chapman and Plewes’ UX Maturity Model (2014)
13. Another UX Maturity Model
Source: https://www.nngroup.com/articles/ux-maturity-stages-1-4/
Image: https://uxdesign.cc/a-framework-for-measuring-design-maturity-8fdb578e82c
14. Yet Another UX Maturity Model
Source: https://articles.uie.com/beyond_ux_tipping_point/Jared Spool, 2014
16. Useful, to a point
The many different models of UX maturity are informative
and can be inspirational for some organizations.
But:
Unclear where these models come from and how they were
developed, so their validity, reliability, and generalizability is
questionable.
Not much evidence that maturity models actually work as a
strategic tool for organizations.
Little guidance on how to move between stages.
• (Lacerda & von Wangenheim, 2018; Sauro, Johnson, & Meenan, 2017;
Uskarci & Demirors, 2017)
18. Integrative Literature Review (ILR)
ILR is a specific type of research that “reviews, critiques,
and synthesizes representative literature on a topic…such
that new frameworks and perspectives on the topic are
generated.” (Torraco, 2005, p. 356)
Especially valuable when exploring less mature research
areas because it brings together divergent streams of
research into a single conceptual framework.
19. Step 1: Locate Literature
Goal was to be representative rather than exhaustive, so
search strategy was purposive rather than systematic.
Searched Google Scholar with broad keywords (e.g.,
“organizational UX” or “UX industry”)
Backward- and forward-searching
Targeted searching of ACM Digital Library, ScienceDirect, and
Taylor & Francis
Total (not exhaustive) sample: 88 articles and books
(Vom Brocke, et al., 2005)
20. Step 2: Analyze literature
A concept matrix was used to assist with analysis and
synthesis.
Begin with a set of concepts (topics, theories, dimensions, etc.).
Review each article to identify one or more concepts relevant to
it; some concepts can change and new concepts can emerge
during the analysis.
(Vom Brocke, et al., 2005; Webster & Watson, 2002)
21. Beginning set of concepts
Integrated ECB Framework
(Labin, et al., 2012; Labin, 2014)
22. Results of analysis
A purposive sample of 51 articles from the initial sample was
selected for further analysis.
Each article was reviewed by three researchers to identify concepts
relevant to that article.
Some concepts changed and new concepts emerged along the way.
7 articles were deemed not relevant to UXCB and were excluded.
The resulting classification scheme created a concept-centric
organizing framework for the remaining articles.
The final concept matrix can be viewed at bit.ly/uxcbmatrix-dis19
23. UXCB Conceptual Model
I. Conditions
(Why)
II. Strategies
(What & How)
III. Outcomes
(Results)
Buy-in and Support
Organizational Needs
Goals
Activities
- Training workshops
- Technical assistance
- Hiring
- Team building/structuring
- Events
- Broadcasting
- Guides, tools, frameworks
Content
Implementation
Resources
- Time
- Infrastructure
- Materials
- Budget
Individual
- Attitudes
- Knowledge, skills,
behaviors
Product
Organizational
- UX practices/processes
- UX culture
- Non-UX measures
25. Case Study: User First (Yahoo)
Conditions (why)
The User First program was initiated with direct support from the
company’s CEO (buy-in & support)
There was a fragmentation of company’s UX efforts, with dozens
of product teams all operating differently (organizational needs)
To achieve the primary objective of promoting “user first mentality
at all levels of company” (p. 823), leadership established a
company-wide goal that all employees would participate in a
user-facing activity at least once per quarter (goals)
(Stone, Bentley, White, & Shebanek, 2016)
26. Case Study: User First (Yahoo)
Strategy (what and how)
Consisted of multiple activities, including:
• Creation of a centralized UX Research & Accessibility team (team
structuring)
• Articulation of company-wide vision and expectations for UX research
(guides, tools, and frameworks)
• Held a series of User Nights where employees were paired with users
for conversations and observations (events)
• Recorded and livestreamed every user research session (broadcasting)
• Hosted company-wide brown bag lunches to discuss UX research; got
UXRA team involved in new employee orientation; wrote intranet
articles about UX research; published papers at internal conferences
(broadcasting)
(Stone, Bentley, White, & Shebanek, 2016)
27. Case Study: User First (Yahoo)
Strategy (what and how) – cont’d
UX research was the primary focus of all UXCB activities (content)
All activities required significant planning, time investment, and a
dedicated budget (implementation; resources)
• Renovated the usability lab to be more inviting and comfortable for
observers;
• Invested in hardware and software for livestreaming;
• Organized several User Nights
(Stone, Bentley, White, & Shebanek, 2016)
28. Case Study: User First (Yahoo)
Outcomes (results)
There was an increased percentage of employees participating in
a User First activity, with over 50% participation in a recent
quarter (individual-knowledge, skills, behaviors)
The UXRA team saw an increased awareness of the role and
value of UX research (organizational-UX culture)
The UXRA team was asked to do research at more stages of
product development and adopted new practices more closely
tailored to the company’s development cycle and product areas
(organizational-UX practices/processes)
The program also resulted in feature, performance, and reliability
improvements to many different products (product)
(Stone, Bentley, White, & Shebanek, 2016)
29. Conditions
Backed by top-level
executives (buy-in)
Product teams didn’t
utilize enough user
feedback (needs)
Wanted to increase
empathy among
engineers, program
and product
managers (goals)
Strategies
3-hour training
workshops with
product teams
(workshop)
8 months; 1500+
employees
Covered user research
basics (content)
Created sign-up
website, videos,
training materials,
scripts, and debrief
questions (resources)
Case Study: Pokerface (Google)
Outcomes
Increased the perceived
value of user
research and using
research results to
improve products
(attitudes)
Started culture change
to increase the
amount of user
research (practices)
(Liu, Sosik, & Singh, 2018)
31. Limitations (1)
The model was developed through an analysis of UXCB
activities reported primarily in academic HCI literature.
But, this literature is biased towards formalized and highly
structured approaches to UXCB.
Both case studies represented the high-end of the UXCB
spectrum: large-scale UXCB efforts at multi-national
companies that already had the support of key corporate
leaders.
32. Limitations (2)
The UXCB model was informed by a well-established ECB model
and reflects a variety of perspectives and approaches to
UXCB.
But, few of the articles reviewed addressed every element.
Few articles discussed the budget or other resources required to
conduct UXCB.
Few articles mentioned conducting a needs assessment, either
formally or informally, prior to launching a UXCB initiative.
Most articles relied on anecdotal data for evidence of UXCB impact.
Nearly all were implemented in corporate settings (many in the
software development industry).
33. #1: Exploring UXCB Strategies
Not all UXCB programs need to be as large-scale, structured, or
formal as the ones presented here.
UXCB efforts should vary greatly in terms of breadth and scope
because by nature they are context-dependent
Future research should explore other UXCB strategies,
especially less formal or “lean” methods that can be
implemented by smaller teams or in organizations with
resource or time constraints
Is executive buy-in necessary prior to starting? If not, can buy-in
become an outcome rather than a pre-condition?
What other activities can be classified as UXCB?
34. #2: Applying UXCB in Different Contexts
Not all UXCB efforts that are successful in software
development companies will be successful in other contexts.
Future research should apply and evaluate UXCB strategies in a
variety of different industries and sectors and with
organizations of different sizes and with different levels of
resources
These efforts can help to:
• Validate and extend the conceptual model
• Identify new implementation challenges
• Uncover new success factors
• Develop new impact measures
• Demonstrate new models for successful UXCB initiatives
35. #3: Measuring UXCB Impact
Effective capacity-building often requires resources; how can we
be sure that it’s worth the investment?
Future research should focus on developing and validating
different ways of evaluating the short-and long-term impacts
of UXCB
What are reliable ways to measure the three levels of UXCB impact?
Is it possible to identify a stronger link between UXCB activities and
product-specific changes?
Are there other positive outcomes of UXCB?
This research can provide organizations with persuasive
evidence that UXCB is worth investing in.
36. #4: Assessing UX Capacity
For it to be successful, it is critical to fully understand the
organizational culture prior to developing or implementing a
UXCB strategy.
Future research should be aimed at identifying, describing, and
measuring the dimensions of UX capacity so that practitioners
can better determine where to focus their UXCB efforts.
Could there be an assessment tool to help organizations identify their
biggest areas of need?
Are the dimensions of UX capacity generalizable to organizations of
different sizes and types?
Is it possible to use both formal/systematic and lightweight/lean
assessment methods?
37. #5: Teaching UXCB
UXCB requires skills that are distinct from the traditional
toolset of UX professionals; can these skills be taught?
Future research can focus on exploring how UXCB can be
taught at different levels:
How can aspiring and junior UX professionals engage in effective
UXCB?
How can mid-level and senior UX professionals best leverage their
position and authority?
How can managers better support UXCB efforts?
38. In Summary
UXCB has the potential to be a robust and flexible approach
to helping UX professionals make the structural, cultural,
and procedural changes necessary to increase the impact
of their work.
A secondary benefit: it can add clarity by helping UX professionals
better distinguish between their day-to-day UX work and the
activities they undertake to build their organization’s UX capacity
Work remains to be done to transform UXCB into a mature
area of research and practice.
And this work is currently underway!