Getting UX done (for UX Scotland)

Getting UX done | @ifenn #guxd #uxscot UX Scotland 2013

Getting UX done

Ian Fenn (@ifenn)

Recommended hashtags: #guxd #uxscot

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1. The issue conflicted with a decision maker’s belief or opinion.

2. Not enough resources available to fix the problem.

3. Deferred until next major update/redesign.

A designer solves problems within

a set of constraints.

Mike Monteiro

Ian Fenn

A designer solves problems they often have to help identify within a set of ever-changing constraints.

A designer solves problems they often have to help identify within a set of ever-changing constraints. Without authority.

Ian Fenn

Communication and influence are just as important as a well-thought out prototype.

Build consensus

Point out the flaws and inconsistencies

• enthusiasm

The six project phases

• enthusiasm• total confusion

• enthusiasm• total confusion• disillusionment

• enthusiasm• total confusion• disillusionment• search for the guilty

• enthusiasm• total confusion• disillusionment• search for the guilty• punishment of the innocent

• enthusiasm• total confusion• disillusionment• search for the guilty• punishment of the innocent• reward and promotion of the non-

participants

Unfortunately for us, we care.

Be labelled an ‘expert’ or ‘specialist’.

Ian FennUser experience / Interaction design portfolio

Contact details:

Email ian@chopstixmedia.comWeb http://chopstixmedia.com/LinkedIn http://uk.linkedin.com/in/ifenn

Client testimonials“Ian is an exceptional UX practitioner, balancing the business requirements with the user's needs to produce an intuitive experience and functional design. Ian's analytical and detailed approach was key to a number of recent projects, guiding their direction and producing some great results.” - Peter Lambert, Head of UX, Global Personals

“Ian is dedicated to delivering the simplest solution possible and always keeping the core customer need the focus of the experience, resulting in quality, intuitive interface and functionality design.” - Richard Edwards, Digital Planning Director, LIDA

“Ian joined us to help develop a web application for a new Insurance proposition. He brought with him an abundance of usability knowledge and expertise which he was more than happy to share. This enabled us to work collaboratively increasing our in-house knowledge as well as him producing some first class outputs. He has great attention to detail and showed great flexibility in producing top notch work in a climate of incomplete and changing requirements.” - Christian Young, Lead User Experience Architect, AVIVA plc

“I worked with Ian on the international research study of wi-fi services. Ian showed himself as an expert in user experience, his results were precise and of very high quality. It's great to have a reliable partner in the UK.” - Natalia Sprogis, User Research Consultant, UIDesign Group

“Ian is a hard working and dedicated usability and interaction design expert. At Virgin Media he worked tirelessly to champion the user, always thinking creatively around business requirements to achieve the best experience possible. His work is backed up by a wealth of experience both in user interface design and in front end development, and I would welcome the opportunity to work with him again.” - Kirsty Brown, User Experience Manager, Virgin Media

“Ian is a highly focused and hardworking individual who offers a wealth of knowledge particularly in the areas of user experience and accessibility. Ian is an innovative thinker and is able to bring fresh thinking to any project. Given the opportunity, I would happily employ Ian again in the future.”- Lian Brook-Tyler, Head of Site, BT plc

“Having worked with Ian for over 3 years I've really valued his support and learnt from his depth of knowledge and understanding of the internet industry. His commitment to placing the customer at the heart of everything he does is unquestionable, as is his desire to provide an optimal, accessible user experience for all.” - Martin Faux, Head of BT Broadband Office, BT plc

“Ian was invaluable at BT, bringing in-depth expertise in online user experience to the team as well as a passion for all things internet. His efforts went well beyond normal hours as he invested personal time to investigate opportunities to improve the site and ensuring his thinking was up-to-date by networking with other experts.” - David Morgan, Head of Online Business, BT plc

“Ian Fenn was a very talented contributor to Alchemy Digital's projects. With his unique mix of journalistic and broadcasting experience, Ian developed compelling, content-driven solutions that were a perfect fit for our broadcast clients. Ian is a great web copywriter and is also very visually oriented; he understands what works from the end-user's perspective, what "sells" and how to develop content that is engaging and immersive. Ian always brings fresh thinking to projects and has an entrepreneurial attitude that keeps him focused on the end results. I would wholeheartedly recommend Ian for any senior interactive production or management position.” - Adrian Tennant, Managing Director, Alchemy Digital

Having established your reputation as an ‘expert’, all you have to do is maintain it.

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Post something on a wall as soon as you can

Share useful information

Consider offering ‘office hours’ out of office hours.

Invite clients and work colleagues to talks, even if you’re not giving them

One thing has increased my influence more than anything...

9.05 – you're greeted in the lobby by a unicorn - yes, a unicorn - trotting around for a promotional photo shoot. It's just another day at the office.

9.05 – you're greeted in the lobby by a unicorn - yes, a unicorn - trotting around for a promotional photo shoot. It's just another day at the office.9.10 – grab an espresso in the cafe; in the queue have a chat with a fellow lead about line management. You've recently changed the format of your bi-weekly meetings to a more casual lunch and it's working brilliantly.

9.20 – your main client is running an Agile process; in your scrum you give a snapshot of what you and your team of 4 are up to.

9.20 – your main client is running an Agile process; in your scrum you give a snapshot of what you and your team of 4 are up to.9.30 – run a workshop with key stakeholders, the creative and tech teams (we like to blend) to scamp 2 routes for an improved purchase process. Our lead strategist kicks the workshop off with research insights.

11.00 – host a `Big Mama' (our bi-weekly team knowledge share). Today's topic: insights from your recent trip to Adaptive Path's UX Intensive.

12.00 – attend another workshop, this time for your other client, hosted by the Creative Director on the account. The objective: sketch a few user journeys to show how content can be shared across a campaign site, mobile and tablet devices.

1.30 – pick up a few lunch buddies for a walk through the local area and a sandwich from a nearby cafe.

1.30 – pick up a few lunch buddies for a walk through the local area and a sandwich from a nearby cafe.2.30 – attend a user testing session in our in-house lab.

3.45 – meet with your team to go through the detail of new wireframes in Axure. Run the wireframes through the personas and stress-test them with experience principles.

3.45 – meet with your team to go through the detail of new wireframes in Axure. Run the wireframes through the personas and stress-test them with experience principles.5.15 – get debriefed on a pitch you'll be helping out with next week. The prospect: a high fashion brand who want to re-energise their online presence.

6.15 – wind down with a game of table tennis and a beer in the company bar.

Notice anything missing?

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1. What do I want to achieve in the meeting?

1. What do I want to achieve in the meeting?2. Who contributed to the work I’m due to present?

1. What do I want to achieve in the meeting?2. Who contributed to the work I’m due to present?3. How does the solution I wish to present meet the needs of the people in the room?

1. What do I want to achieve in the meeting?2. Who contributed to the work I’m due to present?3. How does the solution I wish to present meet the needs of the people in the room?4. What objections may I meet?

1. What do I want to achieve in the meeting?2. Who contributed to the work I’m due to present?3. How does the solution I wish to present meet the needs of the people in the room?4. What objections may I meet?5. What alternative solutions do I have?

1. What do I want to achieve in the meeting?2. Who contributed to the work I’m due to present?3. How does the solution I wish to present meet the needs of the people in the room?4. What objections may I meet?5. What alternative solutions do I have?6. Is there anyone I should talk to earlier?

7. Send out designs ahead of time or you’ll just get knee-jerk reactions

7. Send out designs ahead of time or you’ll just get knee-jerk reactions8. Try to encourage critique rather than ‘design review’

The purpose of critique is to understand the design of a product and to help the creator improve it by giving them more information.

The purpose of a design review is sign-off and often results in a list of specified changes.

Are you likeable?

Interviewer: What’s your greatest weakness?

Me: Honesty.

Interviewer: I don’t see honesty as a weakness.

Me: I don’t care what you think.

1. Demonstrate excellence without arrogance

1. Demonstrate excellence without arrogance2. Enthusiasm is contagious

1. Demonstrate excellence without arrogance2. Enthusiasm is contagious3. Don’t be over-invested in outcomes

1. Demonstrate excellence without arrogance2. Enthusiasm is contagious3. Don’t be over-invested in outcomes4. Aim to lesson other people’s load

1. Demonstrate excellence without arrogance2. Enthusiasm is contagious3. Don’t be over-invested in outcomes4. Aim to lesson other people’s load5. Listen

Praise others freely, frequently, and at any time, regardless of accuracy.

Praise others freely, frequently, and at any time, regardless of accuracy.Emphasise effort over innate abilities.

Criticise others with caution, keeping it brief and specific, and always with clear follow-up actions.

Trustworthiness is generally more persuasive that expertise.Inconsistency makes you less persuasive.

You’re considered an expert

You’re considered an expertYou’re likeable and reliable

You’re considered an expertYou’re likeable and reliableYou’re influential

Is that it?

Personal styles and effective performance

David W. Merrill

DriverAnalytical

ExpressiveAmiable

Less More

DRIVER(FAST, INTENSE, FORMAL, RISK-TAKER, LIKES TO BE IN CHARGE)

Focus on the present

Get to the bottom line

Speak in terms of short-term concrete results

Give them options

Don’t get too personal

Don’t get into a control contest

However, don’t back down if you believe you are right

http://www.softed.com/resources/Docs/SSW0.4.pdf

EXPRESSIVE(ANIMATED, IMPATIENT, CREATIVE, FOCUS OF ATTENTION, FUNNY, BACK-SLAPPER)

Focus on the future and the big picture

Illustrate concepts with stories

Seek their ideas, input

Show personal interest and involvement

Stimulate their creative impulse

Compliment them

Don’t dwell on details

Don’t be too serious

Don’t talk down to them

AMIABLE(SLOW, EASY-GOING, QUIET, FRIENDLY AND INVITING, FORGIVING)

Be flexible

Be easy and informal

Be personal and personable

Emphasize a team approach

Don’t push for too much detail

Don’t hurry them

Don’t confront them

Don’t attack

Don’t be dictatorial or autocratic

ANALYTICAL(SLOW, QUIET THOUGHTFUL, PREFERS TO BE ON THEIR OWN)

Focus on past, present and future

Talk facts

Focus on detail and accuracy

Be logical, well-organized, and serious

Tell them exactly what you will do and when

Don’t rush things

Don’t be too personal

Don’t be overly casual

...... (Silence: Beg for forgiveness, not for permission.)

...... (Silence: Beg for forgiveness, not for permission.)“Do you mind me asking - are you looking for solutions or do you just want to get things off your chest?”

...... (Silence: Beg for forgiveness, not for permission.)“Do you mind me asking - are you looking for solutions or do you just want to get things off your chest?”“Which of the solutions you mentioned would you choose?”

...... (Silence: Beg for forgiveness, not for permission.)“Do you mind me asking - are you looking for solutions or do you just want to get things off your chest?”“Which of the solutions you mentioned would you choose?”“If we were going to meet the delivery date, how could we make that happen?”

...... (Silence: Beg for forgiveness, not for permission.)“Do you mind me asking - are you looking for solutions or do you just want to get things off your chest?”“Which of the solutions you mentioned would you choose?”“If we were going to meet the delivery date, how could we make that happen?”“How could we find out...”

“What we might do is...”

“What we might do is...”“We could...”

“What we might do is...”“We could...”“Would you...”

“What we might do is...”“We could...”“Would you...”“I appreciate it when you...”

“What we might do is...”“We could...”“Would you...”“I appreciate it when you...”“I agree with some of what you’re saying, but here’s what I would like to see changed...”

Hang on. Isn’t a lot of communication non-verbal?

Smile!Keep gestures open.Nod!Look interested and attentive, but avoid intense, dominant eye contact.Avoid crossing your arms.

Dealing with people you can’t standDr. Rick Brinkman and Dr. Rick

Kirschner

Task focus

Relationship focus

Passive Aggressive

Task focus

Relationship focus

Passive Aggressive

TankWhiner

Think they know it allYes person

Task focus

Relationship focus

Passive Aggressive

TankWhiner

Think they know it allYes person

Task focus

Relationship focus

Passive Aggressive

Get it doneGet it right

Get appreciatedGet along

Americans:

Blunt, forthright and directThey’ll have difficulty if you don’t ‘put your cards on the table’Negotiating is considered to be give and takeThey feel they’re the best - so their norms are assumed to be the only correct ones

The French:

Logic will dominate their arguments and lead to an extensive analysis of all mattersOpinionated, they nonetheless play their cards close to their chest and build up to themThey can be suspicious of early friendlinessThey may defer decisions away from a meeting

The Japanese:

Face must not be lost and politeness must be maintained at all timesTheir reluctance to say no is well-knownDecisions will eventually be made by consensusThey are cautious, skilled in stalling tactics and won’t be rushed

The Chinese:

Politeness is observed at all times. Confrontation and loss of face (for both parties) must be avoidedMeetings are for information gathering - the real decisions will be made elsewhereNobody says ‘I’, only ‘We’.They will work step by step in an unhurried manner

Indians:

Indians emanate and expect warmth and respectDo not risk joking with themBe flexibleAccept chaos and ambiguity

Humility - you are not center of the universeRespect - you genuinely care about others you work withTrust - you believe others are competent and will do the right thing

Team Geek (Brian W. Fitzpatrick, Ben Collins-Sussman)http://shop.oreilly.com/product/0636920018025.do

What am I feeling now?What am I thinking now?What am I doing at this moment?How am I breathing?

First Rule of Consulting: No matter how much you try, you can’t stop people from sticking beans up their nose.

Jared Spool - http://www.uie.com/brainsparks/

Millican’s Law“This is Millican's Law. If you have a hard gig, quiet, a death, a struggle, whatever, you can only be mad and frustrated and gutted until 11am the next day. Then you must draw a line under it and forget about it. As going into the next gig thinking you are shit will mean you will die.”

“Equally, if you nail it, slam it, destroy it, whatever, you can only be smug about it until 11am the next day (in the past, I have set an alarm so I could get up and gloat for an extra half hour) as if you go into the next gig thinking you are God's gift to comedy, you will die. That is Millican's Law and it totally works. It means you move on quickly.”

JIRO DREAMS OF SUSHI

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