Ever had the feeling youre pounding the closed door of common sense? Have you been left crestfallen after stakeholders over-ruled your thoughtful and heavily researched recommendations? Drawing on his 16 years of design experience and the latest research, Ian will spend this session revealing the key secrets to being heard. If you follow his advice, your designs will never be the same again.
Transcript of People, not process (UX Cambridge)
1. People, not process Ian Fenn Twitter: @ifenn
2. People, not process Ian Fenn Twitter: @ifenn
3. Thank youBristol Usability Group Twitter: @ifenn
5. Are you interested in a UX ROLE? I asked.
6. YES, she said.
7. What experience do you have?
8. C, C#, C++, and visual basic
9. A designer solves problems within a set of constraints. Mike Monteiro
10. A designer solves problems they oftenhave to help identify within a set ofever-changing constraints. Ian Fenn
11. A designer solves problems they oftenhave to help identify within a set ofever-changing constraints. Withoutauthority. Ian Fenn
12. MOST FREQUENT REASON USABILITY ISSUES GO UNFIXED. http://www.slideshare.net/cjforms/why-do-usability-problems-go-unxed-13865768
13. 1. Start with people, not process.
14. You got hired. Why?
15. THE SIX PROJECT PHASES enthusiasm total confusion disillusionment search for the guilty punishment of the innocent reward and promotion of the non-participants
16. Unfortunately for us, we care
17. THE EXPECTATIONS PYRAMID Succeeding the Project Management Jungle (Doug Russell) http://www.amazon.com/Succeeding-Project-Management-Jungle-Projects/dp/0814416152/
18. 1. ARRIVE ARMED WITH KNOWLEDGE Read the usual suspects - Jared Spool, Jakob Nielsen, Johnny Holland, Boxes and arrows, UX magazine... Familiarize yourself with the high trafc websites that people visit - how are they shaping user behaviour? Question everything around you. Why are things the way they are? Is there a formal project brief? If so, ask for a copy in advance. Print it off. Scribble questions on it.
19. 2. Be dressed for success. http://www.ickr.com/photos/littlebitmanky/424680015/
20. 3. SHOW YOUR HRT (HEART) Humility - you are not center of the universe Respect - you genuinely care about others you work with Trust - 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
21. 4. Meet the project sponsor
22. I keep six honest serving-men (They taught me all I knew); Their names are What and Why and When And How and Where and Who.- Rudyard Kipling in his "Just So Stories" (1902)
23. Why are we doing this? (Business needs) What do the users need? (User needs) Where do they want it? (Environment/Device) Who is doing it? (Team) When do we have to get it done by? (Time available) How will we measure success?
24. THE FIVE WHYS1. Why did the robot stop?The circuit has overloaded, causing a fuseto blow.2. Why is the circuit overloaded?There was insufcient lubrication on thebearings, so they locked up.3. Why was there insufcient lubricationon the bearings?The oil pump on the robot is not circulatingsufcient oil.4. Why is the pump not circulatingsufcient oil?The pump intake is clogged with metalshavings.5. Why is the intake clogged with metalshavings?Because there is no lter on the pump.
25. MORE QUESTIONS What do they expect? Whats in it for them? What challenges do they face? How will they know the project has been successful? Who else should you meet?
26. JIM KALBACHS PROJECT CANVAShttp://uxtogo.wordpress.com/2012/05/25/the-project-canvas-dening-your-project-visually/
30. MEET TEAM MEMBERS Whats their history? How do they work? What has been useful in the past? What has annoyed them? What are their expectations? How do they like to communicate?
31. PRODUCT MANAGERS Some are ux-focused, others are business or technical None of them will be short of an opinion Support all of your work with evidence Share it often
32. PROJECT MANAGERS Treat as you would a project sponsor Be honest about timings and try to stick with them Keep them informed Ask them to coordinate feedback
33. DEVELOPERS AND DESIGNERS Involve them early on Share your work or collaborate often Understand their constraints
34. Smashing UX DesignJesmond Allen and James Chudley
35. THE RELATIONSHIP PRINCIPLES Integration - breaking down walls Communication - ask the stupid questions, paraphrase and conrm, validate terms Flexibility - adapt techniques, your design Transparency - share your process Respect - Partners are naturally creative, resourceful & whole
36. Is it this simple?
38. Now... a personal assessment!
39. A PERSONAL ASSESSMENT - 1.Please write down A or B, then C or D.a. More likely to lean back when stating opinionsb. More likely to be erect or lean forward when statingopinionsc. Less use of hands when talkingd. More use of hands when talking Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
40. A PERSONAL ASSESSMENT - 2.Please write down A or B, then C or D.a. Demonstrates less energyb. Demonstrates more energyc. More controlled body movementd. More owing body movement Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
41. A PERSONAL ASSESSMENT - 3.Please write down A or B, then C or D.a. Less forceful gesturesb. More forceful gesturesc. Less facial expressivenessd. More facial expressiveness Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
42. A PERSONAL ASSESSMENT - 4.Please write down A or B, then C or D.a. Softer voiceb. Louder voicec. Appears more seriousd. Appears more fun-loving Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
43. A PERSONAL ASSESSMENT - 5.Please write down A or B, then C or D.a. More likely to ask questionsb. More likely to make statementsc. Less inection in voiced. More inection in voice Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
44. A PERSONAL ASSESSMENT - 6.Please write down A or B, then C or D.a. Less apt to exert pressure for acti