This document discusses user experience (UX) maturity models and provides strategies for improving organizational UX maturity. It begins by defining UX and listing the many skills and standards involved. It then examines several UX maturity models that assess UX practices and integration on different levels or dimensions. Common challenges to UX maturity include lack of executive support, centralized functions, strategy, resources and process integration. Solutions include conducting a UX maturity assessment, gaining executive sponsorship, establishing UX processes, budgets, communities, standards, training and infrastructure to better integrate and leverage UX practices across an organization.

1. UX Maturity Models:
Strategic User
Experience Design
Tom Callaghan
UX
User Experience Design… the Missing Ingredient

2. Agenda
 What is User Experience (UX)?
 UX Maturity Models
 General Challenges
 Solutions
— UX maturity assessment, UX Community, services
portfolio, standards, infrastructure
 References
— UX Maturity Model, Strategic UX, UX Marketing, UX ROI
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3. What is User Experience (UX)?
 Involve users in the development process through natural
checkpoints and usable artifacts.
 Usability, User Centered Design (UCD), Human Factors, HCI
 A profession with a broad skill set
 Information architecture, interaction design, testing & experimental
design, graphic design, human-computer interaction, human factors,
training, facilitation, modeling & prototyping, project management,
marketing, contextual/ ethnographic inquiry, research, listening,
empathy, standards, copy editing, vendor management, business analysis,
consulting, ergonomics, anthropometry, physiology, surveys
 …with standards
 Human-Centered Design Process (ISO 13407)
 Common Industry Format for Reporting Usability Results (ANSI/INCITS-354)
 Web Accessibility Initiative of the W3C (WAI)
 …and professional societies, certification, and accreditation
 Usability Professionals’ Association, Human Factors & Ergonomics Society,
ACM SIGCHI (Special Interest Group for Computer-Human Interaction)
 Board of Certification in Professional Ergonomics (BCPE.org)
 Accredited college programs (http://www.hfes.org/web/Students/grad_programs.html)
More to UX than meets the eye: Iceberg, duck, & cabinet analogies.
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4. UX Maturity Model: Hold Up the UX Mirror to Ourselves
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Use models to define where your organization’s user experience maturity is, benchmark
against your competitors, then define and reach the next level.
Clarice Starling: “You see a lot, Doctor. But are you strong enough to point that high-
powered perception at yourself? What about it? Why don't you - why don't you look at
yourself and write down what you see? Or maybe you're afraid to.”

5. User Experience Maturity Models
 Jakob Neilson (Neilson Norman Group) [8 steps]
— Timing and path for moving from one step to another
 Eric Schaefer (Human Factors International) [5 steps]
— Survey of UX organizations
 Jonathon Earthy (European Usability Support Centres) [6 steps with sub steps]
— A mature organization is human centered in both its internal function and its product design.
 Renato Feijo’ (“Johnny Holland”) [6 steps]
— Approach UX Strategy from the organizational level, not the project level
 Tomer Sharon (Google) [2 x 2 matrix]
— Advice to UX professionals on staying at a company, based on staffing and organizational buy-in
 Sean Van Tyne (FICO) [5 steps]
— Organizations have a user experience regardless if the organization is consciously managing it
 Timo Jokela (Helsinki University) [6 steps]
— Guide in selecting user experience process improvement strategies
 Jeremy Ashley and Kristin Desmond (Oracle) [6 steps with sub steps]
— Case study of the design of an enterprise application suite and the UX organization around it
 National University Ireland: UX Capability Maturity Framework (David Sward and Gavin Macarthur)
— Measures UXD across user-centric processes, staffing and training, organizational alignment, management
commitment, strategy and visioning
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Each one has a little something different to offer.

6. Jakob Neilson (Neilson Norman Group)
 Stage 1: Hostility Toward Usability
— Developers simply don't want to hear about users or their needs; their only goal is to build features and make
them work on the computer.
 Stage 2: Developer-Centered Usability
— Design team relies on its own intuition about what constitutes good usability.
 Stage 3: Skunkworks Usability
— Despite all barriers, a few groups within company will initiate small usability efforts.
 Stage 4: Dedicated Usability Budget
— Usability is planned for in the same way as other quality processes.
 Stage 5: Managed Usability
— Official usability group, led by a usability manager with "own" usability charter.
 Stage 6: Systematic Usability Process
— Process in place for tracking user experience quality across businesses, products and releases.
 Stage 7: Integrated User-Centered Design
— Each project has defined usability goals that must be surpass, and company begins to employ usability data to
determine what it should build.
 Stage 8: User-Driven Corporation
— Methods affect corporate strategy and activities beyond interface design
Most likely plan for success is to move through the stages in sequence.
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7. Jakob Neilson: Time Estimates to Move Through Stages
 Stage 1: A company can remain hostile toward usability for decades. Only
when a design disaster hits will it be motivated to move ahead.
 Stages 2-4: Companies often spend two to three years in each of these
stages. Once it enters stage 2 (usability recognized, but derived from the
design team's own opinions), a company typically takes about seven years to
reach stage 5 (forming a usability group with a usability manager).
 Stages 5-7: Progress in maturity is considerably slower at the higher levels.
A company will often spend six to seven years each in stages 5 and 6, thus
requiring about thirteen years to move from stage 5 to stage 7.
 Stage 8: Few companies have reached this highest level of usability
maturity, so it's premature to estimate how long it takes to move from stage
7 to stage 8. In most cases, it's probably twenty years.
 In summary, it takes about twenty years to move from stage 2 (extremely
immature usability) to stage 7 (very mature usability). Companies probably
need another twenty years to reach the last stage.
UX means more than project success, it means tracking that success at a higher level.
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8. Eric Schaefer (Human Factors International)
There are measurable things that successful UX programs have in common.
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9. Eric Schaefer (HFI)
 Executive Champion: An executive that has made a clear and visible commitment to
promoting UX throughout the company, and who educates, secures funding, and removes
obstacles.
 User Interface Standards: Need to be easy to find and easy to use, with a standard
format but local versions
 Professional Staff: Need experienced and educated people to support tactical and
strategic initiatives, at a rate of about 10% of dev staff.
 Tools: Open access to a set of common tools (customized for company) that produce
reusable artifacts
 Training: Different roles need different level-appropriate training, but with common
themes and messages (and proven ROI)
 Showcase Projects: UX awareness comes through exposure to success stories
 Enterprise Knowledge Management: Central repository for all things UX for teams to
share lessons learned
 Digital UX Strategy: Identify synergies and touch points with existing customer
communication, and provides measure of UX success for management
Success requires higher-level infrastructure, energy, and support.
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10. Eric Schaefer: User Experience Maturity Checklist
No single template for any organization to achieve usability maturity.
 Example questions:
— What level is your UX champion?
— Do you have a published UX standard?
— Does your organization recognize UX as a discrete & unique skill set in job descriptions and performance goals?
— Do you have a UX standards review process that reflects best practices?
— Does your organization provide UX education sessions for individuals who want to learn (more) about UX?
— Are your UX resources shared in a common location or within a formal knowledge management system?
— Do you have individuals who spend 100% of their time on UX activities.
— Does your organization have a UX governance committee that defines vision for UX program?
— Do you aggregate and report UX performance metrics to management
— Do practitioners in your organization use a common UX design method?
— Are UX design activities required in your development process?
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11. Jonathon Earthy (European Usability Support Centre)
Human Centredness Scale
 Unrecognized or “ignorance”: Usability is not discussed as
an issue.
 Recognized or “uncertainty”: The organization sees that it
has problems with usability but does not know what to do
about these problems.
 Considered or “awakening”: The organization understands
that UCD processes are necessary to improve usability and
begins to implement some of these processes.
 Implemented or “enlightenment”: The full complement of
UCD processes are used and deliver good results on a per
product or module basis.
 Integrated or “wisdom”: UCD processes are included in the
development lifecycle methodology, results are tracked,
and performance goals are met.
 Institutionalized or “certainty”: The organization is human
centered in both its internal function and its product design.
Interview selected staff in order to ascertain how widely human-centred management
practices, tools and attitudes are in place.
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12. Renato Feijo’ (“Johnny Holland”)
 Figure out where you are today
— Define your audience (personas)
— Benchmark products against competitors
— Understand industry, social, and partner changes
— Make an assessment of your organization's capabilities and
competencies and maturity level
 Work out where you want to be in the future
— Analyze gaps and find creative ways to bridge them
 Choose and prioritize actions
— Outputs: strategic vision, mission statement, key UX principles,
key objectives and areas of improvement
— Include users at every phase of the process
 Map out the journey
— Identify “low-hanging fruit”
— Who does what when, and what needs to be in place when
— Define and benchmark metrics to define success (“done”)
 Get the job done
— Monitor changing conditions along the way to make any
necessary adjustments
— Conduct up-front ethnographic work
“When UX is part of an organization's fabric – not treated separately – its strategic
nature is core to the business, like it is the case at Amazon, Apple, IKEA and BMW.”
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13. Tomer Sharon (Google)
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Maturity—both buy-in and staff—An organization believes
in UX research, fully trusts UX research practice—whether
in house or external—and behaves in a manner that is
consistent with that belief.
Approaching maturity—buy-in, but no staff—An
organization states that UX research is important, but
when it comes to action, there is no staff to act upon that
policy.
Approaching immaturity—no buy-in, but there is staff—
On one hand, the organization appreciates UX design and
research because it allocates headcount and hires the
right people. On the other hand, it is evident that there is
no appreciation for this discipline.
Immaturity—no buy-in or staff—An organization does not
believe in UX research—or has no position regarding
research—and does not employ any in-house or external
research practitioners.
“…don’t try to convince those who can’t be convinced.”
“…no point in working with unengaged stakeholders.”

14. Sean Van Tyne (FICO)
 Level 0: Initial Stage
— We don’t know what we don’t know.
— Undocumented and driven by users’ dissatisfaction
 Level 1: Professional Discipline
— Some user experience processes are repeatable with
consistent results.
 Level 2: Managed Standard and Consistent
Process
— Documented standards and process oversight are
developed
 Level 3: Integrated User Experience and
Predictable Process
— Using metrics, can effectively control customer user
experience
 Level 4: Customer-Driven Corporation
— Continually improve the user experience process
performance
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“Organizations that manage and measure their user experience process gain the
revenue benefits from satisfied customers.”

15. Jeremy Ashley and Kristin Desmond (Oracle)
 Get top-level commitment
— Executive buy-in
— Adequate resources
— Positioning of the team (centralized
or decentralized)
 Integrate with the dev process
— UX milestones and standardized deliverables
— Stakeholder education
— Hire appropriate staff, including those with insight into other teams, and a
UX program manager
 Speak the language of stakeholders
— Learn to communicate in the terms of project managers and developers
— Program managers translate UX process to executives and other team
members and then translated their language back to UX
— Facilitate communication and cooperation among development, strategy,
and product management
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Based on Earthy model
“At this discouraging moment, we decided to use some of our headcount to hire program
managers and developers…” to “… free up our UCD people to focus on their specialty.”

16. Timo Jokela (University of Helsinki)
 Three dimensions of UCD performance
— UCD infrastructure: The extent to which a product development organization has resources to
plan and effectively and efficiently implement UCD in product development projects.
— Performance of UCD in product development projects: The extent to, and quality with, which
UCD processes are carried out and the results subsequently integrated into product designs in
individual product development projects.
— Usability in business strategy: The extent to which the business benefits of usability are
understood and utilized at strategic level planning in a product development organization.
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Limitation: Models tend to focus too heavily on process management aspects.

17. UX Capability Maturity Framework (David Sward and Gavin
Macarthur, National University Ireland Maynooth)
Maturity
Level
Major Characteristics
Optimized Optimize processes, an executive drives UX to respond to business
changes and sets firm strategies.
Managed Managed UXD process with UX recognized leadership, UX is owned by
the organization, and UX architecture impacts strategic planning.
Defined Process metrics to manage UXD and engagements, portfolio owner is
accountable for UX, and business process integration with input on
product portfolios.
Repeatable Process metrics for practices in UXD group, PM is accountable for UX, and
UXD lifecycle integration with input on product planning.
Initial Base UX practices, UXD professionals own the UX and are integrated with
development teams.
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 Other models focus on UCD in terms of how well a product team engages in the process, and
have a bias toward an “outsider in view” of the development process.
 Measures UXD across these dimensions: User-centric processes, staffing and training,
organizational alignment, management commitment, strategy and visioning
 UX Strategies
— Implement a Business Value Program (use language of customers/users; UCD impacts the bottom line)
— Implement a UX Design Program (a professional team)
— Manage and Grow the UXD Capability (across products, versions, & time; and against competitors)
Should focus on a defined set of interrelated efforts, rather than tactical justifications.

18. Common Challenges (Schaefer)
 Previous negative experience
— UX work done by non-professionals (grassroots efforts, etc.)
 No real executive champion
— Team constantly in “triage mode”, with no time to work on infrastructure
— Lose momentum, and teammates re-absorbed by other groups
 No centralized function
— Free-floating talent improves UX, but in a spotty way
— UX professionals end up doing non-UX work
 Energy and Executive support, but no strategy
— UX improvements not optimally linked to current business strategy
— Time-sensitive opportunities missed
 A team that reinvents the wheel
— Fail to recognize value in reusable work—same insights over and over
— Reports generated but not collected for future use in central repository
Obstacles involve time pressures, awareness, staff, resources, method, standards, and support.
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19. Solutions
 Assess UX: Conduct a proper maturity assessment of UX efforts, and those of its competitors
 Executive Sponsorship: “Marry” UX to known executive goals
 Process: Embed UX in the every aspect of our development and delivery process
 Budget: Carve out time, budget, and personnel for UX efforts
 UX Community: Share lessons learned (wiki/intranet/SharePoint site) within company
 Common UX Service Portfolio: Make it easy to understand and choose
 Standards: Document & update the answers to common questions (design, methods, tools, accessibility)
 Training: Market UX through education, and inform people of their roles & responsibilities
 Infrastructure: Leverage both scale and local needs to choose tools
 Organizational Culture: Make UX a core aspect of all we do
 Cooperation: Organize UX efforts company-wide and reuse work
 Competition: Motivate teams by showcasing and rewarding exceptional UX
 Communication: Create a common language and process (usually the product UI)
 Demonstrate: Show by example how UX leads to better products and happier customers
 Simulate: Use wireframes and prototypes to focus user reviews and find issues early
 Hire: Bring more UX expertise in house as a natural progression from/with vendor partnerships
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Assess against competitors, then take make a plan to close gaps and get ahead.

20. Assess UX Program(s)
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Ask UX practitioners across company to indicate the degree to which they agreed
certain parameters were part of a mature UX program.
 Main points in example
— Need to hire UX
professionals
— UX groups need
executive management
& corporate support,
but they also need the
freedom to customize,
localize, and innovate.

21. Assess Company: Different Groups
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Maturity Parameters
Group #1 Group #2 Group # 3 Group # 4 Group # 5 Group # 6
Sponsors: Executive Champion | SVP | VP No |No |No No|No|Yes Yes No |No |No No|No|Yes No |No |Yes
Professional UX Staff (VP | Dir | Certified | Vendor) 1 (0|0|1|No) 3 (0|1|0|N) 4 (0|1|0|Y) 1 (0|0|0|No) 4 (0|0|0|N) 1 (0|0|0|Y)
Written UX strategy/roadmap No Smwt/Yes No No Somewhat Somewhat
Dedicated budget No No/Yes No No Yes Somewhat
UX training and mentoring programs No Smwt/Yes Somewhat No Somewhat No
Corporate user interface design standards No Somewhat Somewhat Somewhat Somewhat No
UX integrated into documented product review processes Somewhat Somewhat Somewhat Somewhat Yes Yes
Corporate UCD methodology (metrics & goals) No No/Smwt No No Somewhat No
Defined UX roles, responsibilities, milestones No Yes/Yes No No Somewhat Somewhat
Showcase projects No No/Yes No No Somewhat Somewhat
Common corporate tools Somewhat Smwt/Yes Yes Somewhat Somewhat Somewhat
Enterprise Knowledge Management No Smwt/Smwt No Somewhat Somewhat Somewhat
Accessibility program (Section 508) Somewhat Smwt/Smwt Somewhat Somewhat Somewhat No
UX affects corporate strategy Somewhat Smwt/Smwt Somewhat No Somewhat Somewhat
Unique UX job descriptions and performance management Somewhat Smwt/(na) Somewhat No Somewhat Somewhat
UX team has marketing, management, and development skills Somewhat No/Yes Somewhat Somewhat Somewhat Somewhat
Agile adaptation Somewhat Somewhat Somewhat Somewhat Somewhat No
Age of program (from first UX FTE hire) 2 years 6 years 1 year In progress 5 years < 1 year
Maturity Model Stage (Neilsen model) Stages 1 - 3 Stage 5 - 6 Stage 5 Stage 2 Stage 5-6 Stage 4
The maturity of UX at company has grown over the past few years. Stages may be different for the same
group depending on the project. There are successful programs (or parts of programs) that can be modeled.
Stage 1: Hostility Toward Usability, Stage 2: Developer-Centered Usability, Stage 3: Skunkworks Usability, Stage 4: Dedicated Usability Budget,
Stage 5: Managed Usability, Stage 6: Systematic Usability Process, Stage 7: Integrated User-Centered Design, Stage 8: User-Driven Corporation

22. Assess Company: Different Projects within Company
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Maturity Parameters Project K
Sponsors: Executive Champion | SVP | VP No| No| Yes
Professional UX Staff (VP | Dir | Certified | Vendor) 0| 0| 0| Yes
Written UX strategy/roadmap No
Dedicated budget Somewhat
UX training and mentoring programs No
Corporate user interface design standards Somewhat
UX integrated into documented product review processes No
Corporate UCD methodology (metrics & goals) No
Defined UX roles, responsibilities, milestones No
Showcase projects No
Common corporate tools No
Enterprise Knowledge Management Somewhat
Accessibility program (Section 508) No
UX affects corporate strategy Somewhat
Unique UX job descriptions and performance management No
UX team has marketing, management, and development skills No
Maturity Model Stage (Neilsen model) Stage 3
Individual projects also demonstrate levels of UX maturity. (Showcase projects demonstrate the most.)
Stage 1: Hostility Toward Usability, Stage 2: Developer-Centered Usability, Stage 3: Skunkworks Usability, Stage 4: Dedicated Usability Budget,
Stage 5: Managed Usability, Stage 6: Systematic Usability Process, Stage 7: Integrated User-Centered Design, Stage 8: User-Driven Corporation

23. UX Community
 Provide a place for UX practitioners, clients, managers, sponsors, champions, and stakeholders to
better understand company product users
 An organic repository of lessons learned, standards, example deliverables, templates, tools, and
guidelines
 Facilitated by UX team on behalf of all businesses, countries, and customers
 Core is UX practitioners, but the philosophy is inclusive
 Monthly meeting
— Sponsor a maturity model evaluation and plan
— Create a SharePoint site to support collaboration
— Establish UX vendor management best practices
— Ease the process of recruiting test participants
— Create training and mentoring programs, including college interns
— Outreach to professional societies, standards organizations, and universities
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Leverage and maximize the benefits of existing resources.

24. UX Services Portfolio
Planning Requirements Design Implementation Test & Measure Post Release
Stakeholder
Meeting
Competitor
Analysis
User Survey
Interview (live,
phone)
Contextual
Inquiry
User Observation
Focus Group
Brainstorming
Walkthrough/
Demonstration
Card Sort
Process Re-
engineering
Affinity Diagram
Task Analysis/
Context of Use
User Design
Guidelines
Paper
Prototyping
Expert Review
Parallel Design
Story Boarding
Wizard of Oz
Interface Design
Patterns
Low-fidelity
Prototyping
High-Fidelity
Prototyping
Design
Facilitation
Summative
Testing--Lab
Formative
Testing
Participatory
Design
Style Guide
Rapid Prototyping
Performance
Testing/Measure
Expert Review
Critical Incidence
Technique
Accessibility
Review
Summative
Testing
User Survey
Summative
Testing--Remote
Instructional
Design (Help)
Server Traffic Log
Analysis
Search Log
Analysis
Beta Test
Diary Study
Standards
Assessment
Eye Tracking
Photo/Video
Analysis
Benchmark Test
Feedback in Use
(survey)
Cost-benefit
Analysis
Client Evaluation
(of UX service)
Research Plan
Checklist
(standards, etc.)
Claims Analysis
Cultural ProbeField Study
Free Listing Wireframe
Personas
Scenarios of UseUse Cases
UX Goals
UX offers a wide variety of services and deliverables.

25. Example of Service Portfolio Item: Expert Review
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Usability specialists and others judge whether each element of a user interface follows
established usability principles
 Benefit: Baseline issues with existing product and improvement opportunities
 Resources:
— 3 UX FTE days,
— 3-6 additional reviewers (1 day each)
— Existing product or planned release for reviewers
 GPO Role: Provide objective overview of product UX
 Business Client Role: Partner and reviewer
 User Role: None, unless we want a trusted client to be a reviewer
 Risks: Minimal
 Timeline: 1-2 weeks, in parallel with wireframes and task flows
 Deliverable: Review guide for reviewers (tasks, etc.), report with issue matrix and
wireframes to summarize proposals
Provide a common language and format to discuss, choose, and evaluate UX services.

26. Standards Creation and Maintenance
 Industry
— Human-Centered Design Process (ISO 13407)
 Defines a general process for including human-centered activities throughout a development life-
cycle, but does not specify exact methods
— Common Industry Format for Reporting Usability Results (ANSI/INCITS-354)
 Encourages software supplier and purchaser organizations to work together to understand user
needs and tasks
— Web Accessibility Initiative of the W3C (WAI)
 Contains standards for accessibility, many incorporated into the US law "Section 508“
 Company
— Methodology (build flexibility for easy adoption)
 Research, Design, Test with appropriate services in each phase
 Agile, waterfall, and hybrid integration
— Artifacts (build knowledge and standards through examples)
 Surveys, personas, test reports, user stories, requirements, wireframes, prototypes
— Design (build into tools like Lynx and Axure)
 Branding, design patterns, widget repository, layout, typography, lexicon
 Separate workflow for standards challenges/updates and custom widgets
Adopt, adapt, and create standards that record user knowledge and design decisions
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27. Standards: UX Principles and Criticality Scale
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Severe - The product is not stable, performs too slowly, or crashes when the feature is used.
- There is a likely loss of data.
High - The usability issue may affect a majority of users, and/or has a profound impact on a user being able to use product.
- An error is likely that will cause a loss of work and it will be difficult to recover.
- The usability issue is on a highly critical or frequently used feature.
- There is no easy work around to the problem.
- The visual style used makes the product look unprofessional and not up to the standard of company.
Medium - The usability issue may affect about half the users, and/or has a modest impact on a user being able to use product.
- The usability issue is on a feature that is expected to be used less than half of the time.
- There is an easily discovered work around that allows users to perform the task.
- A common task is too tedious in proportion to its complexity.
- The visual style used detracts from an otherwise professional looking product.
Low - The usability issue may affect a minority of users, and/or has a limited impact on a user being able to use product.
- The usability issue is not predicted to cause user errors, but nonetheless affects the product’s look of professionalism.
- The visual style used has minor inconsistencies but nonetheless should be corrected.
None - There is no usability issue, or the issue has a negligible effect on system performance, professionalism, or use.
Principle The interface should…
Consistency …help the user to predict how it will operate and allow her to transfer skills from one task (or interface) to another.
Feedback …let a user know what she did, what affect it had, what she should do next, and where she is in the system.
Flexibility …have the capability to adapt or to be adapted to end user needs, experience, personal preference, or mental model
of the system.
Perceived Control …give the end user the impression that she (not the computer) commands the interaction.
Economy …display concisely only the information that is required for the user to complete the task at hand.
Compatibility …be compatible with users’ impressions of the world and the model of how users think tasks should be completed.
Make the UX process itself simple and easy to understand and discuss.

28. Training
 Customize training for team environment(s)
 Provide a common message but tailor for specific roles (practitioners,
managers, sponsors), businesses, and cultures
 Explain methods, standards, roles, and guidelines
 Engage vendor to start with generic UX class and refine to company
needs
 Encourage discussions of continuous improvement during training
 Follow up on application of knowledge
 Incorporate example projects, deliverables, and challenges
 Make an interactive workshop in addition to lecture
 Decide if standards will be completed for training or a result of the first
round of training
 Plan timely updates to classes as things change
Market UX through education, and inform people of their roles & responsibilities
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29. Infrastructure
 Knowledge Management
— Research reports and other project artifacts
— Design and business decisions
— Test and survey participant recruiting and management
 Engagement Management
— Marketing & priority, client evaluation of services, project queue and
scheduling, lead channels, project status, roadblocks, etc.
 Tools
— MS Office, SharePoint, Visio, Axure, Morae, Survey Monkey
 Operations
— SVN for prototyping collaboration, early access systems
Manage knowledge, engagements, tools, and operations to get the most out of UX
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30. References: UX Maturity Models
Title URL
Usability Maturity Model: Human Centredness Scale http://www.idemployee.id.tue.nl/g.w.m.rauterberg/lecturenotes/usability-maturity-model%5B1%5D.pdf
HFI UX Maturity Model http://www.slideshare.net/kstraub/hfi-usability-practice-maturity-model
HFI UX Maturity Model Checklist http://www.humanfactors.com/downloads/documents/HFI-Usability-Maturity-Checklist-English.pdf
The HFI UX Maturity Survey – 2009 http://www.humanfactors.com/downloads/documents/UXM-Survey_findings.pdf
A Usability Maturity Model for Open Source Software http://ir.lib.uwo.ca/cgi/viewcontent.cgi?article=1102&context=etd
Corporate Usability Maturity: Stages 1–4 http://www.useit.com/alertbox/maturity.html
Corporate Usability Maturity: Stages 5–8 http://www.useit.com/alertbox/process_maturity.html
Feature Articles: UX Maturity Models Agile
Development (User Experience Magazine: Volume 9,
Issue 1, 2010)
http://www.usabilityprofessionals.org/upa_publications/user_experience/past_issues/2010-1.html
Usability maturity assessment: case studies http://www.usabilitynet.org/trump/case_studies/iriaimaturity.htm
Validating a Standardized Usability/User-Experience
Maturity Model: A Progress Report
http://dl.acm.org/citation.cfm?id=1601646
Usability maturity: A case study in planning and
designing an enterprise application suite
http://www.mendeley.com/research/usability-maturity-case-study-planning-designing-enterprise-
application-suite/
Developing a Testing Maturity Model, Part II http://kopustas.elen.ktu.lt/~rsei/PT/Developing%20a%20Testing%20Maturity%20Model,%20Part%20II.htm
A maturity model for the implementation of software
process improvement: an empirical study
http://www.cse.dmu.ac.uk/~ieb/A%20maturity%20model%20for%20the%20implementation%20of%20softwar
e%20process%20improvment.pdf
Assessment of user-centred design processes as a
basis for improvement action: An experimental study
in industrial settings
http://herkules.oulu.fi/isbn9514265513/isbn9514265513.pdf
Planning Your UX Strategy http://johnnyholland.org/2010/04/planning-your-ux-strategy/
Feature Articles: UX Maturity Models Agile
Development
http://www.upassoc.org/upa_publications/user_experience/past_issues/2010-1.html#jokela
Dealing with Difficult People, Teams, and
Organizations: A UX Research Maturity Model
http://www.uxmatters.com/mt/archives/2012/02/dealing-with-difficult-people-teams-and-organizations-
a-ux-research-maturity-model.php
Making User Experience a Business Strategy http://141.115.28.2/cost294/upload/506.pdf (page 35)
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31. References: Strategic UX
Title URL
Should You Outsource Web Design? http://www.useit.com/alertbox/980628.html
Managing User Experience Strategy http://www.nngroup.com/events/tutorials/strategy.html
The Customer Experience Journey http://experiencematters.wordpress.com/2008/09/18/the-customer-experience-journey/
International standards for HCI and usability http://www.usabilitynet.org/tools/r_international.htm
Why You Only Need To Test With Five Users (Explained) http://www.measuringusability.com/five-users.php
Report Review: Nielsen/Norman Group's Usability Return
on Investment
http://www.boxesandarrows.com/view/report_review_nielsen_norman_groups_usability_return_on_investment
UX Strategy (Authors) http://www.uxmatters.com/authors/archives/ux_strategy/
Strategic UX vs. Tactical UX http://giffconstable.com/2011/12/strategic-ux-vs-tactical-ux/
Strategic UX http://www.currybet.net/cbet_blog/2011/03/strategic-ux-leisa-reichelt-london-ia.php
'Managing A Strategic UX Team' Model http://www.poetpainter.com/thoughts/article/ia-summit-2008-managing-a-strategic-ux-team-model
From Usability to UX Strategy http://chicago2011.drupal.org/sessions/usability-ux-strategy
The Importance of Strategic User Experience (UX) http://blog.aadjemonkeyrock.com/2011/08/importance-of-strategic-user-experience.html
Strategic User Experience for Software http://blog.aadjemonkeyrock.com/2010/12/strategic-user-experience-for-software.html
Strategic usability: Partnering business, engineering and
ease of use
http://www.scottberkun.com/essays/20-strategic-usability-partnering-business-engineering-and-ease-of-use/
Evangelizing Usability: Change Your Strategy at the
Halfway Point
http://www.useit.com/alertbox/20050328.html
The Total Experience : Customers Deserve Better http://uxmag.com/articles/the-total-experience
Usability.net: Competitor analysis http://www.usabilitynet.org/tools/competitoranalysis.htm
Sharing Ownership of UX (User eXperience) http://www.hieutrung.com/usability-analysis/sharing-ownership-of-ux-user-experience/
User Experience Balanced Scorecard http://www.uxmatters.com/mt/archives/2010/06/user-experience-balance-scorecard.php
Definition of Usability Infrastructure http://www.upassoc.org/conferences_and_events/upa_conference/2004/program/Workshops/McElroy.html
Anybody Can Do Usability http://www.useit.com/alertbox/anybody-usability.html
Thompson Reuters: Front End Customer Strategy http://www.cmo-conference.org/system/application/views/images_ce/Thomas_Brown2.pdf
Towards a UX Manifesto http://141.115.28.2/cost294/upload/506.pdf
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32. References: UX Marketing
Title URL
Selling Usability: Convincing Colleagues and
Management
http://www.nngroup.com/events/tutorials/selling_usability.html?__utma=1.645346601.1331217005.13312
17005.1331217005.1&__utmb=1.2.10.1331217005&__utmc=1&__utmx=-
&__utmz=1.1331217005.1.1.utmcsr=google|utmccn=(organic)|utmcmd=organic|utmctr=maturity%20model
%20usability&__utmv=-&__utmk=101115393
Crossing the Chasm: Promoting Usability in the
Software Development Community
http://www.wqusability.com/articles/upa-workshop.html
Strategic Usability: What Do People Want? http://www.usereffect.com/topic/strategic-usability-what-do-people-want
A Toolkit for Strategic Usability: Results from
Workshops, Panels, and Surveys
http://www.coventry.ac.uk/ec/~pevery/m23cde/docs/a%20toolkit%20for%20usability.pdf
Institutionalizing User Experience: A Consulting
Challenge
http://teced.com/wp-content/uploads/2011/06/upa2008-institutionalizing-user-experience.pdf
Strategic UX slideshow http://www.slideshare.net/leisa/strategic-ux-workshop-ux-bristol
Building the UX Dreamteam http://www.boxesandarrows.com/view/building-the-ux
Building the UX Dreamteam - Part 2 http://www.boxesandarrows.com/view/building-the-ux55
We Tried To Warn You: The organizational
architecture of failure
http://www.boxesandarrows.com/view/we-tried-to-warn-you
We Tried To Warn You, Part 2 http://www.boxesandarrows.com/view/we-tried-to-warn-you32
Integrating Prototyping Into Your Design Process:
Using appropriate fidelity for the situation
http://www.boxesandarrows.com/view/integrating
It’s Our Research: Getting stakeholder buy-in for user
experience research projects
http://itsourresear.ch/
Why I can’t convince executives to invest in UX (and
neither can you)
http://www.uie.com/brainsparks/2011/06/08/why-i-cant-convince-executives-to-invest-in-ux-and-
neither-can-you/
13 common objections against user requirements
analysis, and why you should not believe them
http://www.interactionarchitect.com/articles/article20000609b.htm
Market Research and Usability http://www.stcsig.org/usability/newsletter/0007-marketing.html
Another usability tool: Marketing http://www.serco.com/Images/Another%20Usability%20Tool-%20Marketing%20(Sep%2005)_tcm3-32533.pdf
Making User and Customer Experience a Business
Competency
http://uxmag.com/articles/making-user-and-customer-experience-a-business-competency
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33. References: UX Return on Investment (ROI)
Title URL
Resources: Usability in the Real World (Usability
Professionals’ Organization web site )
http://upassoc.org/usability_resources/usability_in_the_real_world/index.html
UX ROI: User Experience Return on Investment http://www.uxpassion.com/2009/10/ux-roi-user-experience-return-on-investment/
HFI Animate - The ROI of User Experience with Dr.
Susan Weinschenk
http://www.youtube.com/watch?v=O94kYyzqvTc
The ROI of User Experience http://www.slideshare.net/algorhythm/ux-basics-the-roi-of-ux
Building the Case for UX http://blog.mitx.org/Blog/bid/31422/UX-ROI-Event-Recap
When ROI Isn’t Enough: Making Persuasive Cases for
User-Centered Design
http://uxmatters.com/mt/archives/2007/05/when-roi-isnt-enough-making-persuasive-cases-for-user-
centered-design.php
ROI of User Experience (UX) http://www.aericon.com/blog/user-experience/roi-on-user-experience-ux-design/
The Business of Usability: Developing Metrics to
Justify our Existence and Budgets
http://upassoc.org/upa_projects/usability_in_enterprise/workshop2006/index.html
Report Review: Nielsen/Norman Group's Usability
Return on Investment
http://www.boxesandarrows.com/view/report_review_nielsen_norman_groups_usability_return_on_invest
ment#comment_1640
33