Easy To Use 2.0

PRAISE FOR EASE OF USE 2.0 "Easy to Use is an easy to read book that provides practical advice on topics that matter to UX teams - ftom maturity of UX org flrzatlons, integtating UX into agile, and otgantzrng UX teams for success. I encourage UX leaders to tap into Sean's wealth of experience." -Janaki Kumar VP, Head of Design and Co-lnnovation Center, America, SAP Labs

"This book is an excellent inuoduction and overview of Uset Experience design (UX) and how to fit it rnto an agile development methodology. I recommend this book to anyofle wanting to bettet understand what it is and how to integrate it into an agile software development methodology.

"

-Chris Claborne Enterprise Architect, Office of the ClO, Qualcomm

"lr'

r,'lrr.:rlrnrl l() scc the thoughtfulness and ( \l)('t'lisc Scan Van Tyne brings to the ,1, ( rrI( r|)rri(' sof-tware space. It is a technology r ,rtr'1r1rr'\, llrat's tipe for design-led disruption, ,rntl llris book will help you get there. From ;rriilt' software development to UX maturity trrorlcls, Easy to Use 2.0 is packed full of useful lncl actionable information. Better yet, there's something in here for everyone; there are business insights for the design leader and desrgn insights for the business leader." .11',1r

"A great primet on how Experience Design can transform yout Entetprise Software with specifics on how to implement it in yout orgafiizatTotr. Sean \ran Tyne manages to be both comptehensive afld concise, ptoviding case studies, samples, and applies experience design wisdom across all phases of the product Iife cycle." -Jonathan Wagner lnteraction Designer, Usability Engineer, and Design Project Manager, Hewlett Packard

-Garron Engstrom Product Deslgn at Facebook

"Most user experience literature today focuses on consumer expedences but what if your customer and your end-user are different pcople? In R2B situations, that's exacdy the casc. In tiasy to Use, Sean Van Tyne takes on thc cornplcx topic of agile software clcvt:loprncltt for enterprise software and Lrrrlclshcs his cxpcrtise in user experience and rlcsisr thinl
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"The intersection of the customer, uset and technoiogy is at the heat of this concise guidebook for developing easy to use softwate. That's exacdy where it should be! In Easy to Use Sean Van Tyne shares essential insights ftom his successful career detennining, developing and deploying extraordinary user experiences at many of the best companies. Doing softwate development effectively with design thinking while levetaging Ag1" developmeflt processes is not afl option. You 'want Easy to Use as youf software developmeflt companion. Particulady whete business wins, iosses and profits depend on

user experience being different and better than the competition." proresso r ot

ar.

i

n

.,iL, nt and

"13"ffffi UC San Diego

M

arketi

n

g,

Author of Customer Experience Rules! and The Customer Experience Revolution

"Enterpdse UX is screaming for this book! It helps product teams odent themselves to where they are in the UX continuum, how to effectively plan while still synsing with Agile's short iterations and, most importantly, how what we do is more about people than technology. Anyone serious about improving enterprise UX will find this cradle to grave manual indispens able! " "Regardless of whether you'te just starting to get serious about UX or you're figuring out the best way to otg rrtze existing UX e fforts, this book sttips out verbose philosophy and gets to the point. Gauge where vour group is at on the UX continuum, how to easily measure effectiveness, which deliverables to use for diffetent scenarios and whv, and important tips for integrating with Agite. Great book!" -David Garrett Principal UX Designer, Oracle Cloud platform Group

"'l'his book is for anysns responsible for Uset Expedence in yout org fiiz^tlon; from clesigners to product ownefs, developers and lrlore. \7hat Sean descdbes is all exact tecipe fot success that is tigorous yet easy to rrnderstand and take immediate action on. Easy to Use has something for everyone in an orgafirzatton... leaders, managers and front-line delivery teams will all certainly benefit from reading this thoughtfully crafted book."

-Josh Rab Director of Product Management for TurboTax, lntuit

"Anyone can festate the obvious. Sean's approach makes you think, learn and gtow. Don't fotget to thank him latet." -Rick Gessner Founder, Goju Labs

"Easy to Use 2.0 ptovides a detailed framework that captures a thoughtful and full-bodied approach to user expedence considetations that must be addtessed to ensure a proper teseatch, design, testing, and delivery process. Beyond this guidance, the book also highlights and enforces the business justificauon behind

investing in user experience by portraying the significant impact UX has on drivrng adoption, interaction, and uitimately reveflue within anyenteqpdse sofrware business. This t;,pe of justification is imperative for any disruptor that's looking to effect change within a company."

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E*".rtiu",Df,li3;;:j

co rpo rate s a es, Salesforce.com r

"In

Easy to IJse, Sean has defined a piaybook and a robust framework for fitting design into the Agrle Software Development process. The book is short, to the point and pror.id", hands on, real-wodd examples to illustrate the success and common pitfalls of Agile UX. The hidden value of the book is that the techniques and information is just as valuable to product Mangers, Project Managers, Developers, eA, and Business Analysts as it is to the UX professionals.,,

Lead user

tJ::[r",, =-o"l{*',H

"Easy to Use 2.0 has been instrumental in helping to ptogress our teams' collabotation. '['he mantra of "a picture is woth a thousand wotds... ar-d a prototype is worth a thousand meetings" has already saved us months'worth of time. Having a common language and understanding of the ramifications of Technical Debt and UX Debt have helped ptopel our team's communication to not only act fast but to also act strategically understanding the both neat and long term objectives. I would hghly recommend Easy to Use for anyone looking to take theit Uset Experience to the next level!" -Tom Wolfe Cofounder of Thinking Engines

"You've heard that UX is good and needed at your compafllt but don't know where to start. Statt here, whete Sean Van Tyne bteaks whete UX came ffom, down the essentials what it truly mearrs, and provides a blue-print for applying its methods and tools." -Phil Ohme

Docusisn

Design Strategist, lntuit

ALSO BY SEAN VAN TYNE

The Customer Experience Revolution (with Jeofrey Bean)

Easy to Use 2.0

The Guide to the Product Management and Marketing Body of Knowledge (Contributor)

Human Centered Design First International Conference, HCD 2009

EASY TO USE 2,0 User Experience in Agile Development for Enterprise Software

Sean

Van Tyne

Copyight2017 ISBN-1 3: 97 8-15452831.96

ISBN-10: 15452831'92

All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any inJormation storage and retrieval system, without permission in writing from the author. For information contact Sean at: [email protected]

Illustrations by Damon Mathews

Sean Van Tyne

Published by Crystal Pointe Media Inc. San Diego, California

Crystal Pointe Media Easy to Use 2.0:

User Experience in Agile Development for Enterprise Software

This book is dedicated to Laura and our girls for which my life makes serrse.

Contents Foreword Acknowledgements lntroduction

CHAPTER

1

Experience? Myth and Reality We Are in the Experience Economy What UX ls and ls Not ln a Nutshell

What is User

CHAPTER 2 User Experience and Your Organization User Experience Maturity User Experience Strategy

XVII XIX XXI

User Experience Design Process in Overall Product Lifecycle Agile UX ln a Nutshell

33 34 40

1.

CHAPTER 4

1

4t UX Design Early in the Product Lifecycle Design Thinking, Minimal Viable Product and Minimal

1.

4L

3

Desirable Product

44

s

User Research Personas Scenarios, Activities and Tasks Iterative Design ln a Nutshell

49

7

9

55 57 6L 70

9

L0 15

UX Strategy Scorecard Workshops ln a Nutshell

21.

CHAPTER 3

23

L7

User Experience Design and Agile Software 23 Development 25 Agile Software Development User Experience in Agile Software Development 30 Centralizing Design but Not lmplementation 31"

CHAPTER 5

7t

Usability: Making Sure You Got lt Right Usability Evaluations Accessibility Pre-Development Usability Evaluations Post Release Usability Evaluations ln a Nutshell

7t

CHAPTER 6

85

User Experience in Development

85

72 76 78 79 83

Foreword

User Experience Collaboration with Development 89

UX Debt ln a Nutshell

91-

96

CHAPTER 7

97

Building Your User Organization

97

ln a Nutshell

LO7

Bibliography

108

About the Author

t7L

Lasv to Use is a book that every Agile product nranager, designer and developet should have. 'l he pdncipals Sean shares in this book are sound, practical, and easy to use.

I have had the pleasure of working with Sean at rnultiple companies. I fitst met Sean when I was a ptoduct maflager at N{itchell Intetnational. Sean was growing the Uset Iixpedence team into a group that gteady helped us drive customer value into out ptoduct experiences. Sean developed patnerships across Product Nlanagement and tingineedng to bridge the gap between product requirements and software specifications to deliver a solution to our customers that incteased adoption, retention, advocaq, and long-term sustainable reveflue. Sean was one of the thought leaders to NIitchell's adoption of Agile and ensured UX was integrated properly from the beginning.

After I left l,{itchell, I kept in touch with Sean as he continued to further tefine his approach to integrating UX and Agile ptactices thtough his teaching and consulting work at othet

XVII

efltefpflse companles.

Acknowledgements

Later in my career I became the product management and UX design leader for a company that was investing heavi\ in our UX design team and practices. As we were dealing with challenge s of scale and the melding of UX and Agile practices, I knew I needed to bdng in someone who could help me set the team up for success, so I didn't hesitate to call Sean.

to assess the situation we were facing and stated ddving results immediately. His combination of UX, Agile and

Sn eral good ftiends and colleagues help make tlris book possible. First and foremost, my best ll'icnd and partner for ltfe,Laura, who puts up rvith me and keeps me honest, practical and, as lrcst as she can, sane. Laura was also chief cclitot and provided endless houts of consttuctive feedback. It helps when yout wife has a publishing company.

Sean was quickly able

enterprise software knowledge, strategic leadership, and soft skills has empowered him to infuse measurable value into the teams that he works with. I have seen him effectively facilitate cross-departmental task forces to define and imptove UX design in Agrle opetations. The teams he has worked with continue to leverage Sean on strategic initiatives and special projects. Steve Mourton Vice President, Product Management & UX Design Sony lnteractive Entertainment

odi Tahsler was an outstanding editor. It is rcally the editot that shapes the book c:xpetience. This book is much better because of Jodi. f

,\rmond Mehrarbian, a good friend, colleague zrnd partner in man), of these UX design and Agile development adventures, helped develop some of the examples from the ftst edition. Steve Crarg, fellow UX Boot Camp Leader, ptovided essential feedback. Damon Matthews, UX Boot Camp graduate, provide great feedback and did all the illustrations.

Aifonso de la Nuez, Co-Foundet & CE,O at UsetZoom, helped wrth the descriptions of

XVIII

XIX

femote evaluations, moderated and unmoderated.

lntroduction

Rick Gessner, another great friend, colleague and all around being, helped ^mazrnghuman with several of the ideas around MVP. I hope to write a book with Rick someday.

,\s best as I can tell (and I have talked to most of the pioneers in out field about this), the term "User Expedence" has been atound since the l9BO's. Some have credited its otigins to Apple. Apple may have had the first Uset Experience tcam and Don Notman may have been the fitst User Expedence Atchitect. Back then, Uset lixperience 'was abbreviated "IJE." I don't l<now exacdy when it happened, but by the 1990's, it was more common to see the "UX" abbteviation we see today (Don has even glven in and adopted the U$. Itegardless of its origrns or abbteviation, Uset lixperience - or UX - has gtown from an obscure, netdy concept fot tech geeks to a mainstteam practice that anyone designing anything for people pays attention to. Fututists in fie 1990's predicted that out global economy would be based on experiences (Pine & Gilmote, 1999) and that Experience Makers would dominate the marketplaces (Bean & Van

'Iyne,

201.2).

\)7ell, they were right. We ate living in the experience economy now, and I expect that

XX

XXI

it

will be an experience ecorromy for a while. Experience Nfakers like Apple have changed the way we think about computers, music, mobile communication and much more. Disney is an Expedence Nfagician with atmies of Imagineets designing our dream expedences. Even companies like Starbucks have changed the way that we think about an everyday, ordinary cup of coffee. Statbucks is out third dwelling place - home, work and Starbucks.

l,ns my UX journel, I have a learned a few tlrinus. T'his book covers the things I have \

lcrrnred atound user experience, agile ,lt'r,clopment and enterprise softwate. Come ,rlorrg with me, and I will shate ideas and t oncepts that you can apply today to yout UX l(

)U.ffl.ey.

Scirn Yan Tyne o-' !:.

-

,"r

You see, experience design applied to everything from games, attractions, events, indoor and outdoor spaces, devices - and even software.

I was an artist and teacher in the 1980's and knew nothing of this UX thing. But in the 1990's

I switched careers to technology -

Information Technology (IT), database architecture, network architectufe. . . and then this intemet thing stated to capture my intetest. A perfect marrtage between my love for art, education and technology, web development and design was immediate. You didn't have to wait for any program to compile or run. A blend of visual design, interaction design and the need to make something easy to undetstand...easl, to interact.. .easy to use.

XXII

XXIII

CHAPTER

1

What is User Experience? Myth and Reality l,t::;*r ffxp*rier?rtr s/"?rffiffilpd)s$es mll msperfs {r#r}Tp#rly, lfs

u/

srrvfms, mnd ils pr*dutts."

* I&s fuisjsem M*ru:'l*n ffir*wp [)on Norman is most often credited for coining the tetm User Experience while at Apple in the l9B0's - having started what is believed to be the fitst User Expedence group. Don also wrote The Design of Euerytdq Things (l\otman, 2002), that provides us with the Pdnciples of LJser-Centeted Design (or Human-Centeted Design) that we foilow today. 't'he Nielsen Notman Group with Pdncipals and Btuce Don Norman akob Nielsen, f 'l'ognazzitti defines (Jser Experience as -

What is User Experience? Myth and Reality

EASY TO USE

"encompass[ing] all aspects of the end-user's interaction with the company, its serices, and its products." (Nielsen Norman) You could say that User Expedence is a natura.l evolution from Human-Computer Interaction from Human-Machine Interaction from Human Factors. Essentially, it has been around fcirever but no one ever gave it a t1ame. The focus, as defined by Neilson Normal Group, is on "the end-usefs interaction wrth the company, its services, and its products." T'his is a broad definition of user experience. N{any E xperience D e srgn-leading organiz ation s have a leader for experience like a Chief Design Officet, Senior \rice President of UX, or similar title that oversees theit customers' expedence across their brand, products and services. But most software companies are not that sophisticated, and user expedence is thought of as more of a process associated with developing the software. According to Apple Development the uset experienc e for applications "encompas s e s the visual app earaflce, interactive behavior, and assistive capabfities of software..." (Apple). This is a focus on the visual design, interaction design, usability and accessibility of the software. The overall goal of designing experiences for

nlc1:prise sofrware is to take the inhetent t olnplexitv and make it simple for the endus('rs. The one ovetatching ptinciple is to make rl rasy and obvious to do the right thing and lr:rtd ot impossible to do the wrong thing. That rrray 56111d easy, but it is not. There are man\r tlrings to consider when designing experiences (

lor entelprise software. Enterprise software, by rrs definition, is latge, complex and serves many ,lifferent qpes of people (end-usets). It is hard to be easy.

We Are in the Experience Economy f

oseph Pine

II andJames H. Gilmore

lrublished Velcome to the Expeience Economl for tlrc Haruard Business Reuiew (Pine & Gilmore, 1998) followed by the book, The Experience liconomlt: Vork Is Theater b Euery Bwsiness a Stage (l']ine & Gilmore, 1998). Pine and Gilmote provide us with the fitst description of the new ccoflomy that we ate in today, the Expedence liconomy, as the natural evolution to follow the 2Lgrarrart economy, the industrial econom1r, and the tecent service economy. Pine and Gilmote oudine how leading otgafirzatTons otchestrate memotable events for theit customers, and theorize that the memory

What is User Experience? Myth and Reality

EASY TO USE

itself becomes the product - the "experience." N{ote advanced expedenc e orgafliz^tions, Experience N{akers, charge for the value of the "transformattofi" that an experience offers. The best Experience Makers know that great experiences can change people's lives and tevolutionrze marketplaces. At the highest level, transformations make a permanent beneficial change to a person. \7hile experiences are memotable and are sustained for a time, transformationr are inspirational and ate sustained through time.

Think of coffee, for example. You can buy and ttade coffee as a commodity and make a decent margin if all is going well. You could also take those coffee beans and bag them up as a product and sell them for a better margin. You can brew that coffee and serve it in a diner or restaurant and - combined wrth the service make even more margin. Or you could build an experience around the coffee: make the place that you purchase and ddnk the coffee a destination - an expedence - and you can now chatge a premium price for that coffee. That is exacdy what Starbucks did. Companies that do this are Experience N{akers and they dominate their marketplace by

a traflsactlon to an experience. Think ,,1 what Disney did to amusement patks; Apple ,lrtl ro the phone Amazon did to intetnet :lropping and Netflix did to renting movies. | ,,ok at what is happening with mobile, cloud ,,rrlrsctiption-based economy from travel to lrrrzrnce. The winners in these new marketplaces rv'ith be dre ones that deliver the best ('\perience. And that is just as true with t'rrterpdse softwate.

, lt'vrrting

What UX ls and ls Not here are many misconceptions about what UX is that we want to cleat up. User Experience is not just User Intetface. User Interface - or UI refets to human interaction with a computer or other software devices. User expedence is rnuch broadet than just the human-computer or human-machine interaction. There are parts of the user experience that take place befote, after rund atound the UI that must be considet when looking at the experience your software clelivets. I

UX is not just usabfity. Usabfity tefets to the case of use and learnability of a human-made object such as a tool ot device. Usability is about how effective, efficient, and satisfactory

What is User Experience? Myth and Reality

EASY TO USE

an expefience is. This is an important aspect of UX but is not all that UX is. Your software may be easy to use but not aesthetically pleasing. Or it may fulfill its function but not make the user feel they can't live without it. There is an emotional compoflent to how we use and experience things.

UX is not just design. Design is a process. Design is usually focused on aesthetics and function. It, too, is an impofiantpart of UX but is not UX. You could develop a beautiful screen that is not easy to understand or in the uffong context of the overail experience.

UX encompasses user interface, usability, design and more. Messaging, for example, is a part of the user experience. Training and billing are apafi of the usef expedence. Even ttoubleshooting is part of UX. Every interaction with an org firzatlon, its brand, its message, its services, and its products eveqrthing that a user can experience is the user experience.

-

lrr a Nutshell t)ser Experience eflcompasses all aspects of the end-user's intetaction with the company, its services, and its products. We ate living in the Experience Economy, and Expetience Makets change people's lives and tevolutionrze marketplaces. The winners in these new marketplaces will be the ones that deliver dre best experience. And that is just as true with enterprise softwate. 'fhe uset experienc e for applications efl compasses the visual appearance, intetactive behaviot, usabfity and assistive capabfities of software. The overall goal of designing experiences for enterprise softwate is to take the inherent complexity and make it simple fot the end-users. The one overarching pdnciple is to make it easy and obvious to do the dght thing and hard ot impossible to do the vrtong thing.

CHAPTER 2 User Experience and Your Org anization ore &mulng *n exyt*riene* Nriffu your hrmnd, pr*dw*t *nd swrvie*s reg*rdl*ss ytr{,{ CIre rmmscfot*s1trr rnunwEing it." 'oP##tr rllsfmffiTers

f

"Semm

Vori flyrue

A good user expedence delights yout customers - incteasing adoption, retention, loyalty and, ultimately, revenue. A poot user experience detracts your customers, ddves them to yout competition and, eventually, your products and services are no longet a viabie source of fevenue. As organizatTofls become more awate of theit user experience, they develop ptocesses to atchitect, manage and measure it - and reap

the benefits.

User Experience and Your Organization

EASY TO USE

User Experience Maturity d;0rn0rate

User experience management vaties from orgaflrzattons that are just becoming aware of the concepts of user experience to otg ttlzatTons where user expefience is one of, if not the, core distinction. A UX marurity model is a framework that descdbes an organtzattofl's maturity along a continuum. It provides a clear path to reach the next level and a benchmark for relative compadson of organizations.

*y*t*matic Fr**eit5

,:::

He*fiSle*

There are five levels defined along the continuum of user experience matudfy. Organtzattons progress through a sequence stages as their user experience maflagement pfocesses evolve and mature.

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!

As mentioned above, organrzations' products and services have a "user expedence" regardless if they aw^re of it. Organizations that ^re manage and measure their user experience pfocess garn the fevenue benefits. The uset Expedence Maturity A,{odel (Figure 2-1) helps org flizatlons understand where they are along the continuum and what they need to do to advance to the next level of maturity.

,ffifiU ISr*;f --ilsu.

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FIGURE 2-1: The User Experience Maturity Model

l.cvel 0: Initial Stage \\'c don't know what we don't know. An r t{aflizatlon may not be aware of the concept , r[. usef expedence or undetstands its benefits. lrr this initial stage, someone shares this li.rrowledge and a grass root effort begins. This , , rr-rld be a simple heudstic teview to determine ;rrcas fof imptovement and executing to capture 'low hanging ftuit" - investments that yield rrnrnediate benefits - or bringing in afl expert to

11

EASY TO USE

User Experience and Your Organization

suggest simple changes to a process ot design that can yield big returns in increased efficiency, effectiveness or satisfaction.

['he user experience activities newly introduced to the processes may not repeat for ail the lrtojects in the orgaflrzatlofl at this stage, but ;rclvocates may use some basic activities to track t'ost and benefits to start capturing feturn on

At this stage, it is typically undocumented and driven in a teactive manner by users' dissatisfaction. Not all the stakeholders or patticipants may know that the effort is even taking place. The effort is likely to depend heavily on the knowledge and effotts of telatively few people or small groups.

If

successfui, this effot may captute that lowhanging fruit and show benefits which will lead to bringrng in a professional tn a UX discipJine.

investment (ROI).

\t this stage,

the minimum user experience l)rocess discipline is in place to repeat eadiet sLrccesses on projects wrth similar applications ;rrrd scope. Ptoject status may now include uset ('xperience deliverables to management like t'r>mpletion of major user expedence tasks and rrctivities at major milestones. positive results from integrated uset ('xperience activities may promote a dedicated lrrrdget and the formation of a user expedence r',r'oup that develops consistent processes that It'td to the next level. ( ,r>nsistent

Level L: Professional Discipline Once user expedence is adopted as a ptofessional discipline, then some user expedence processes are repeatable with consistent results. The otgantzatiort may adopt witeftames as a patt of theit discoveqr or definition process and find that it reduces cycle time in requitement analysis wtth development. Maybe they find that conducting a usability evaluation identified easy changes that incte as ed end-us et e ffectivene s s, effi ciency and satisfaction, which incteased adoption and retention (and tevenue).

12

.cvel 2: Managed Process When the uset expetience is managed, there ate tlocumented standatds and process ovetsight. I hcy establish consistent performance across projects. Ptojects apply standatds, tailoted, if r ('cc ssary, within similarly guidelines. Upp er uunragement may establish and mandate these us('r: experience standatds for the otganization's l

r

13

\ EASY TO USE

set

of standard processes.

The user experience roles, activities and arttfacts may be integrated into some of the otgafirzatlon's proces ses. User experience resources and tasks may be added to template ptoject plans. Measuted tesults and ROI may capture the attention of executive maflagement. The otgaflrz^t1on may decide that user experience must now be considered in their overail colpofate stfategy.

Level 3: Integrated User Experience \fi4ren an otganization integrates user expedence into their corp orate strategy then, using metrics, they can effectively control their customers' user expedence with their products and services. In level three, the organrzatlon identifies ways to adjust and adapt the process to a project and tailots it to fit the needs of the target market, segmentation and customer type. Quantitative quality user experience goals become part of the overall coqporate balanced scotecard. The organizatton's financial petspective to increase revenue, increasing customef satisfaction in the customer

14

User Experience and Your Organization

pcrspective by measudng the ptoduct's usability score in the pfocess petspective, becomes a part , rf the User Expedence Scotecatd. llt a focus ori user expedence becomes a core tlistinction fot an otgatizatTon, then they may ('llter the highest level of cotporate uset t'xpedence maturity.

l-evel 4: Customer-Driven Corporation lI one of the primary focuses of the ()rgariz^t7on is on continually improving the user expefience process, then the organrzatTon has become customet-driven in a controlled lud measuted way. The user expedence t rbjectives become core to the organtzarton and ilre aflfiualiy reviewed and revised to teflect changing market and business objectives. This may include having user experience lrrofessionals involved in coryorate strategies sr:ch as participating in discovedng and defining new matket segments or participating in thfudlrarty vendor selection in tetms of the ovetall colpofate usef experience integration.

User Experience Strategy '['here are entire books dedicated to the topic rrset experience stfategy. In context of user 15

of

EASY TO USE

experience in agile development for enterprise applications, there are a few basics that we need to cover.

User Experience and Your Organization

ulrntitative and qualitative findings inform r our strategy. Surweys, interviews, obselations, rrrryrport call logs, web anallrtics and more can r r lirrm your decision-making process.

(

|

r

A uset experience strategy is a plan of action to achieve your brand, product or service experience objectives. Yout user experience strategy is built around how it contributes to your over al7 organtzation's bu sine s s ob j ective s. This may be measured against customer adoption, retention, loyalty or advocacy or increasing your customers' efficiency or reducing training or support calls. How does your usef experience help increase revenue or reduce cost? \Whatever is important to your ofgantzatlon's stf ategl, your us ef exp efience strategy must be aligned.

Yout user experience strategy usuaiiy boils down to what is petceived as user-friendly, intuitive or easy to use by your customers. There may be many perspectives in your ofgaflrzatlon on what makes your brand, ptoducts or services delightful to your customers. Do not get caught in the trap of thinking "I know what our customers want." There is a simple process to determine for certain what your customefs consider easy to use. Let data drive your decisions. Use

16

lie othet part of a good user experience :rlrateg| is presenting it to your target audience n) a way that makes sense to them. I(now what rs important to the strategic decision makets in \ ()ur ofgantzatton and present your strategy ifl r('rms that are important to them. If your It'aders are interested in incteasing revenue, then show how yout usef experience strategy is rioing to inctease revenue - maybe by irrcreasing customer adoption ot tetention or k ryalty or advocacy. If your organization is lircused on reducing cost, then show how yout user experience strategy will reduce discovery lirr development, testing and training or how it rvill reduce support calls or ttaining. Whatevet \rouf ofgantzatT0n's stfategy, align your uset cxpedence strategy for acceptatace, adoption ;urd further investment. I

UX,

Strategy Scorecard WorkshoPs

One of the fii1Ss nUt

t like tb do to help

UX'

atutily And cornpalrrcs undef$tanA'i *[* strateoiC obiectiies, and

17

User Experience and Your Organization

EASY TO USE

Petformance Indicators (ItPf is to conduci a workshop. The workshop can be a few hours to a few days depending on the size and maturity of the oiga.ruzaaon.

,,{g,a..ffi[hilffi,&eir s*nre$

fi.Uiudffi+e=Cc

,;

u$'

Iior exampie, if a {tnancral objective is to

If it is a large

organrl^tlon, I will do a 360 review for the or,gafrlzation or department that we ate developing the scorecard for. I will interview key .o.rrribrtors within the department and key stakeholders thit work with the depamment. From the interviews, we can gain perspective into how the depattment perceives its strengths and weaknesses compared to their outside stakeholders' petceptions. We can also look at this by product line, service group, value staeam of whatever grouping perspective has the most value to help determine our objectives and I{m,',[s,

If

is a small ot?gnlzaflon, rhen we can get everyone involved to sit around the table and wotk this out in reai-time.

increase revenue, fie telated custorner obiective may be to in.."r.. udoptio" ind/or loyatty and/or advocacy. The related piocess

loyal advocate. Ftom a resource petspective, y"o *ry need to hire *ot. people to -uk" uh:.u,9,.ffiffi,.'=fiii:it, l iiii

a

pmtA,

lLii

address these. \X/e group the objectives by the flout perspectives in a scorecard. We then determine how we waflt to measure each objective, the merdcs that we are going to use and the initiatives that will a.hiei" it.

fif." For example, with u fitr..iuf "Ui*,i". increase a"rratoa, y"" *ry measufe net ptofit Mt u tlrge: ?f.5'(, annual growth with an acflon plan futlatrve. Y ou- may lTreasufe satisfaction with a survey and target customer:':=:;,a: | 6 Uffi*edsufd:,i# I c=tatihril L;::4.::.:..::'.

User Experience and Your Organization

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*sabfiry test results weth iil"'?}ohpass rate,

ln a Nutshell

At the end of the session, we will have t wrth the [Jsei,Expei{buci stateffi

/

anf, ffih ffie,oVefatl Ubrnpam'srrategy and business measures. This clarity helps an orgafizatlLon to manage growth and helps employees to understand how rheir everyday work contributes to the otg nrzatTon's overall goals.

/

ffiI

/ /

/

20

Your customers are having an experience with yout brand, product and ser-vices regatdless if you are consciously managing it.

A good user experience delights yout customefs - increasing adopuon, fetention, loyalty and, ultimately, revenue, and a poor user experience dettacts your customers, ddves them to 1res1 competition and, eventually, youf products and serwices are no longet a viable source of tevenue. Organrzations fiat manage and measure theit uset experience process gain the revenue benefits. A UX matutity model is a framework that describes an orgaflrzation's matutiqz along a continuum and ptovides a clear path to reach the next level and a benchmatk for telative comparison of otganizations' A user experience sttategy is a plan of action to achieve your brand, ptoduct and service experience objectives and contributes to your over ail, organtzation's business objectives

21

CHAPTER 3 User Experience Design and Agile Software Development "ln preporing for battle I hove olways found thot plans are useless, but Plonning is indispensable."

-

Dwight D. Eisenhower

,interprise software is only easy to use if your curstomefs and users think it is easy to use. To ,lctermine "ease of use" you must undetstand \rour customer and user needs. For enterpdse solutions, the customer is usually someone in nlanagement intetested in finding the best way to bring efficiency to their opetation, whereas the user is typically an employee more irrtetested in completing theit daily assignments ,rs easily and effectively as possible. The I

UX Design and Agile Software Development

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customer is looking at the overall workflow of their organrz^t7ott and how specific solutions might improve it, whereas the user tends to emphasize the soiution's ease of use.

For a corrsumer experience, the customer is the buyer that is making the purchasing decision while the tecipient of the purchase - product andf or service - is the user. For example, if I was putchasing flowers online for my wife, I would be the buyet making the purchase decisions. Thete is a series of decisions that I would make along my joumey - where I want to make my putchase, what products and services I want, paymeflt, del-ivery, etc. My wife is the uset. She would experience the delivery and out-of-box experience, (hopefully) enjoy the product itself, etc.

Determining, developing and deplofng enterprise software is a collaborative, multidiscipline, ctoss-functional endeavor. User expedence ptofessionals conduct research, wotk with internal subject matter experts and evaluate designs with clients to understand the matket, customer and users'needs to design solutions that are easy to use.

24

Agile Software Development hc agile methodology is based on itetative and r rctemefltal development cycles where rctluiremerrts and solutions evolve through ,,, I aboration b etween s elf-otg arrrziflg, cro s s lrrrrctional teams. According to the Ag1" \ I tnifesto, agle software development values : I

I

o o o o

Individuals and Interactions Over Processes and Tools Working Software Over Comprehensive Documentadon Customer Collabotation Ovet Contract Negotiation Responding to Change Over Following a Plan

lndividuals and lnteractions Over Processes and Tools l'his does riot mean that agile softwate ,lcvelopment does not value process and tools lrut it tealizes drat indrviduals and interactions ril'c more importaflt to develop software successfully. You may have the best processes ;rrrcl tools in the wodd, but it is the individuals ,rrrd theit intetaction that make it successful.

25

UX Design and Agile Software Development

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Having an effective, efficient process that is cleady understood and the dght tools to do your job is still necessary but means nothing without e ffective individual interaction s.

rrrtlividual intetactions. As teams intetact less ot rlrcrc is highet turflover in team members then nr()re documentation is needed to communicate t I rc solution's tequitemeflts.

In enterprise software solutions, user

is true of UX collaboration. With r r ulti-disciplined UX resources integtated into lrloduct teams, the dght balance of UX ,locumentation must be applied fot each product release team's needs.

expedence is a part of the collaborative, multidis cipJined, cro s s - functional team interactions. UX professionals participate in the product lifecycle process. UX bdngs their best practice process and tools to enhance the overall lifecycle.

In his book, Vhat the CEO Wants You to Know (Chann,2001),Ram Charan explains that "A leadet of the business knows what to do. A leader of the people knows how to get it done." Business acumen provides the roadmap and clariq, but the abiliw to link people's actions and decisions to the right pdorities is what make successful organizations.

Working Software Over Comprehensive Documentation This does not mean that agile software development does not value documentation but it tealizes that working software is the goal. Documentation can be reduced with more 26

I he same

r

It your team is small enough to sit in the same r'( )om and look each other in the face every day, tlrcn you ptobably can get av/ay with little or no tlocumentation. But as your team grows and ,laily face-to-face intetaction becomes more t'hallenging, then you need documentation to ('ovef the communication gap. l'o keep everyone on the same Page, there rrceds to be a page to be on. As a UX designet, I think about what is the quickest and most t'oncise way to communicate the design to my lirrget audience. Is it witeframes, PowerPoint or sitting in a room wtth a whiteboard and taking a lrictute of that? A pictute is woth a thousand rvords. . . and a prototype is worth a thousand rrreetings.

27

UX Design and Agile Software Development

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For Agile documentation, we need documentation to be lean, meaningful, crisp and to the point.

Customer Collaboration Over Contract Negotiation From a software development perspective, it is more important to understand the customef's needs than what was negotiated in the contract. To develop softwate that meets customer needs tequires regular communication wrth the customer all along the deveiopment process (and pdot to the development process and aftet development).

If ysu are a small software company or you are working in a design partnership with yogr customefs, then customer collaboration is the actual customer who is purchasing your solution. If you are alatge orgaflizatlon, the customer may be your internal customer fepresentative fot example, product malragement. Ifl a datly stand-up, the Product Owner represerits your customef. \Xhen it comes to today's marketplace, it is more important than ever to understand the 28

trstomef's needs. Customer collabotation is t'specially key to detetmining, developing and ,lcploying a successful experience design for \ ( )ur customers and end-users. UX 1rr'ofessionals collabotate with customers and ('ustomer representatives eatly and often tlrroughout the lifeclrcle of a product. Ensute tlrat your UX professi.onals - either intetnal or t'xternal resources - are involved early and ,,Ften in defining and designing your solution. r

Responding to Change Over Following a Plan llcnjamin Franklin said, "If you fail to plan, you plan to fail." In today's quickly changrng rrrarkets, successful organtzatTons need to adapt ,rf a more rapid pace. You must have a plan to succeed but in today's modetn software rr"rarketplace, you must have plans that ate llexible enough to support last-minute changes. l"lexible plans, iterative development and tollabotatiofi are the cornerstone of the uset t'xpedence design process, too. To determine that the experience meets the otganrzatTon's lrusiness needs and delight the customet, UX continuously teviews concepts, designs and rrset interactions with key customers and 29

UX Design and Agile Software Development

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stakeholders thtoughout the solution's lifecycle. Research rnsights inform the iterative design process and usabfity evaluation cycle. Just-intime design tequitements provide direction to the -\grle development iterations.

rr

t'tation for that functionality.

Another way to think about this is: plans don't fail; people fail to plan. Having no plan is worse than having a bad plan. At least with a bad plan you have something to improve. In the rapidly changrng wodd that we live in today, we need to plan and our plans need to be agile.

luving the uset experience tasks track ahead of .k'velopment allows the time needed to validate tlrc customet and end-usets'needs are met. It tlocs not add time to the schedule because these rlsks happen parallel to odrer ptoiect tasks. The licy is ensudng that the experience designs ate t'lt-ective, efficient and delightful to your ('rrstomefs and end-users iust-in-time for fie ,lr:velopment iteration that will be rnplemenung it.

User Experience in Agile Software Development

Centralizing Design but Not lmplementation

A common challenge in Agile Sofrware Development is how to incorporate user experience best practices into a rapid iterative and inctemental development pfocess. Attempting to resolve complex user intetactions while trylng to code and test incremental delivetables at the same time does flot work. And running usability tests caflnot occur fot the iteration that is also attempting to complete the same functionality that needs to be tested. Interaction design and usability testing must be planned in advanced of the

I)csigning a system's expedence is a holistic ('ndeavor akin to atchitecture. You must , , rnsider the total experience in context of the t'rrd-to-end interactions of the system. The l,r'oader sttokes must be planned and rrndetstood early in the ptoduct lifecycle while tlrcr details of the design may be detetmined, ,lcveloped and deplo)red in an iterative fashion. I lspecially for large-scale, enterprise solutions, a ,.r:ntralized design team eflsures that style rirrides, intetaction guidelines and a standatd rrscr intetface component libtary is adheted to

30

31

I

UX Design and Agile Software Development

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fot

a consistent, effective and efficient

experience. The larger the effort and more complex the solution, the greater the need for centtalized design team. Not having a centraltzed UX team puts consistency, the clients' satisfaction and the related costs and feverrue at risk.

a

Though the team is centralized to maintain consistency across the product portfolio, UX resources must be integrated into the product teams to best meet the individual product's specific market, customer and end-user needs. Each product and sewice has unique needs that a dedicated UX resource must have a deep understanding of to design the experience in context of these tafget customers and end-users while being mindful of the general UX standard guidelines across the

potfolio.

Conduct lterative Reviews Early and Often Conduct itetative reviews with your customers eady and often to reduce uncertainty and risk. The agile methodology values customer collabotation and is key to user experience best practices. Conduct reviews as eady and as often as possible in the product lifecycle to vet 32

,rssumptions and validate design ditection. It is lrrst and cheap to validate eady concepts and rrritial designs. The eadier you canvaltdate the rlt'sign, the gteater the teturn on investment in r ost saving fot development and satisfaction, ,r,loption and tetention u/ith customers and rrrcreased fevenue.

User Experience Design Process in Overall Product Lifecycle experience activities take place eady in the overall product lifecycle. The user experience ,lcsign is determined along with the vision, :rrchitectute and feature set; deveioped along rvith the release planning and features; and tlcliveted in the developed, tested and released vcrsiolr of the software. Thete afe three majot rrctivities of uset experience: t )ser

tJser Research - Analysis of current solutions ,rnd competition to undetstand users' behaviot, nceds and motivations Reviews with internal sLrbject matter experts and clients to validate tlcsign solutions delights the customet

lterative Design

-

33

UX Design and Agile Software Development

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Usability Evaluation

Evaluations with endusers t() cllsurc that the intetaction is effective, efficicnt and delightful

-

Itcscarch and some high-level design are done zrs cady as possible in the ptoduct lifecycle. More detailed designs and evaluations itetate ahead of development. It is important that all the major UX design activities are completed before the development iterations begin so that there afe no questions about the experience design and the focus is on developing vrorkiflg software.

Agile UX Agile UX focuses on the experience being designed using tapid techniques. This method shows that collabotating closely with other members of the product team and gathedng feedback eady and often produces positive tesults in a timely maflner. Dtiving the design in short, iterative cycles to assess what works best for the business and the user, Agile UX shows us how to make these changes fot fastet, better outcomes. Tenets of Agile UX include:

34

. . . . .

Frame a vision of the ptoblem you'te solving and focus your team on the right outcomes. Share your insights with yout team much eadiet in the process. Create minimal viable and desirable products to detetmine which ideas are valid. Incorporate the voice of the customer fitoughout the process. Integrate UX with Agile development ftameworks.

lly providing insight into the desrgn wotk to \iouf teammates sooner rather than further ..lt>wn the design toad, you accomplish the lirllowing:

l. 2.

3.

Ensute that you'te aligned with the broader team and the business vision. Give developets a sneak peek at the ditection of the application (speeding up development and surfacing challenges eatlier). Futther flesh out your thinking, since vetbalizing your concepts to othets fotces you to focus on areas that you didn't think of when you were pushing the pixels. 35

EASY TO USE

'l'he trick is to stay agrle: keep the deliverables light and editable. Eliminate waste bv not spending hours getting the pixels exacdy right and the annotations perfect. Got an idea for a flow? Throw it up on the whiteboard, and grab the ptoduct owner or project leader to tell them about it. Read1. to design? Rough out the first page of the flow in your sketchpad. How does it feel? Is the flow already evident? Post it in a visible place at the office and invite passers-by to commeflt on it. Grab people from the hallway and get their feedback.

lntegrating UX into Agile Development Over the years, I have heiped rnany enterprise software or.gaflrzattLons better integrate us er experience design into their agile developr,nent pfocess. There are tvro fundamental concepts rhat must be uflderstood: Agile iterations are fi:cused on developing and testing the softurare, and user experience design is a holisuc approach to defining the software experience. The firsr thing to recognize is rhat -\grle is a developmenr process, and user experience. in tetms of software development, is focused on 36

UX Design and Agile Software Development

tlrc visual and intetaction design and usabiliq. lncl accessibility of the softwate. In the Ag1" tlcvelopment itetatiolt, v1e are focused on the ,lcveiopment and testing of the softwate in that iteration,.nthich meafls that everything a software developer and tester needs to do theit job fot their itetation must be provided bcfore they begin their iteration. There ate some things that we will not know until we start deveiopment but. for the most part, thc softwate requirements fi:r each iteration must bc urell thought out in context of the ovetall tinal software product and krusiness objectives, The same is trrre fot the cxperience design.

't'he experience design must consider the ovetall holistic experience * encl-to-end, The cnd-users will interact to provide proper instruction for each development iteration. 'l'here maY be some discovery in the tlevelopment iteration about implementing the experience desipyr - challenges that were rrot anticipated or bettet ways of displaying the content. This is a1l expected in the agile proce ss. In fact, this is part of the power of tgile * to fail fast,leatn fast, and quickly 'rdapt.

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UX Design and Agile Software Development

Once an ofganization understands that agile development is an iterarive process for developing and resring the sofrware and that experience design is a holistic process rhat provrdes deslgn reQuirernents for each iteratinn, then we can begrn on the right path.

successfully integrate user experience in agile tlr:rreloDment.

The secorct thing is to plan your experience design as part of your sofrware requirements. Experience designing doesn't happen in an iteration. It must be well thought qrut in advance. Just like we resr our sofrware code, u/e test oril user experience designs. The desrgn must be tested (to sorrre degree) pdor to each development iteration, Before it can be tested, the design must be developed - just like the code. Before it can be developed, it musi be defiired - just like the code. the defining, development and testing of the design must iterate ahead of the development iteration just like the other software tequirements.

How at organization plans their experience rJesign is up to them. There are many factors to consider * time to market, technological capabilities, budget, business goals an,l more. XJnderstanding the need to plan and iterate ahead of d nt is the kev tCI

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In a Nutshell

'/

hnterprise software is only easy to use if your customers and users think it is easl- to use.

Uset experience professionals conduct research, work with internal subject matter experts and evaluate designs with clients to understand the market, customef and users' needs to design solutions tltat arc easy to

CHAPTER 4 UX Design Early in the Product Lifecycle

use.

The r\gile methodology is based on iterative and inctemental development cycles where requirements and solutions evolve through collaboration between s elf- org aflizrflg, cro s s functional teams. T'he,\gile method values: Individuals and Interactions Over Processes and Tools; Working Software Over Comprehensive Documentation; Customer Collaboration Over Contract Negotiation; and Responding to Change Over trollornrng a Plan. Agile UX focuses on the experience being desrgned using rapid techniques and lightweight deliverable s.

"You con Ltse an eroser on the

drowing toble or a sledge hommer on the construction site."

-

Frank LloYd Wright

ln large-scale agile development, the vision is clefined along with the atchitectute and feature scts fot the software over multiple releases' The r,.ision, architectute and feature sets inform the UX design direction. UX Research and some high-levei design ate done at this time to cletermine the overall UX design direction of the softwate.

'l'his is a collaborative effort across multidisciplined, ctoss-functional teams' Product Nlarketing and N'Ianagement work with Sales, 40

UX Design Early in the Product Lifecycle

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A,farketing and other stakeholders to help determine the business opportunities. Engineering and related disciplines are tesponsible for the de[very of the solutions while user experience is an important part of the team that defines the customers' interaction. In some orgaflrzatlofls, the Chief Experience Officer is a pat of the executive team that leads this. In other organlzatlons, a senior level Experience N{anager is a part of the Ponfolio N,'Ianagement team, while othet ofg nrzatlons rnay have an uppef management UX leader as part of the -\rchitecture team to help define the solution's expedence in context of the business oppotunities.

the software requirements. r\ user rtory is a sentence in the language of the endilsct that captures what they want to do to ,rccomplish dreir goal. It captures the who, what ncl whl of a tequirement.

( ( )lnmunicate

lior example: As a

<who), I want (what) so that

<why> 4s 2 (role), I want so that As an (actot) I want (action) so that (achievement)

At this point in the process, the focus is to align the'u,ision, architecture and high-level features wrth the investment themes. The UX research and hrgh-level design help determine the investment themes, vision, architecture and feature set through research and high-level design activities. At the beginning of this phase, the participants (UX, Arch, Pl,{, etc.) present a unified vision of what the teams need to build fot the next incremental release. UX designs are a visual elaboration of the written business tequitements. In agle development, we create user stories to

42

llpic stoties are latge user stories that ccrmmunic^te a bigger vision. Epic stories are too big to implement in a single iteration and are btoken down into smaller usef stories for clevelopment.

For example, let's say vre ate designing an eflterprise solution whete one of the requirements is to allow the client to add and maintain their users independent of their IT nt. The task must be easv enou de 43

UX Design Early in the Product Lifecycle

EASY TO USE

for

a business user

users without

IT

to add, delete and edit

assistance.

The vision for this may be "We need to give business managers the ability to add new users to the enteqprise application so that they can be maintained and configured without assistance from the IT staff. This will allow IT budgets to be slashed by 20o/o."

And the epic story for this may be "As a supervisor, I want the abiliq,'to add new users to the system so that I can more easily and quickly grant access to mv team members and make them productive."

Design Thinking, Minimal Viable Product and Minimal Desirable Prod uct Tim Brown and IDEO have been leading the charge on an innovation model built around Design Thinking (Brown, 2009).In this model, rhere are three key perspectives: Viabilitl.Is it viable? Is it capable of producing a profit or achieving your goal? Does it have a 44

rcasonable chance of succeeding?

tteasibilifl.Is it feasible? What is functionally possible in the foreseeable future? Does the tcchnologv exist ot can it be cteated so that it (:an accomphsh this at a reasonable cost or in rur acceptable amount of time? desired? Is there a market for it? [)oes anyone want this or need this? \7hat makes sense to people and for people? Desirabiliyr. Is

it

Viability is a business-focused discussion ruround marketing and finance. This requires an analytical discussion atound the business, rather than the core user experience itself. Financial rnetrics and matket sizes become the clominating point of discussion. It predicts what is likely to be possible in a sustainable business rnodel. treasibility is an engineering-focused discussion around platfotms, atchitecture, pfocess, skills and tools. Does the technctlogy exist today to irccomplish what you need or carl you develop the technology you need with reasonable cost and time? Desitabilitv is a design-focused cliscussion atound customers, aesthetics, Function and fotm. Fot design-focused

45

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products, the focus might be on:

. . .

cofltext, culture, and goals customer goals and product experience design aesthetics and interactions

Here is where we ask the question: "How do we improve the curreflt experience, ot do we create a whole new experience?" The tools emploved at this initral stage might include user tesearch, development of personas and uset goals, journel, maps and rapid prototyping to explore concepts.

A Ntinimal \riable Ptoduct (N,t\rP) is a product wrth just enough features to gathet validated learning about the ptoduct and its continued development. Gatheting insights ftom an NI\rP is often less expensive than developing a product with mote featutes, which increase costs and risk if the product fails, for example, due to incorrect assumptions. The point of the N,[YP is to get a tead on viability as eady as possible, maybe befote you build anything. N{inimum - smallest possible thing \riable - provable by a set of legit customers 46

UX Design Early in the Product Lifecycle

lhat match your persoflas l)roduct - a promised solution that "does job" fot a parring customef

a

'l'he most-N,{\'rP thing possible then, is just an idea. If you can get strangers to give you a check today so you can start building a product rhat solves their "job to be dofle," you've won the MVP challenge.

,\ l,{inimum Desirable Ptoduct (N[DP) approach focuses pdmari\ on whether you are 1-rtoviding a greaLt ptoduct experience that cfeates value for yout customers. Ilusiness-ddven orgafirzattons ma)' assess viabiliqr up ftont, thinking about metrics and revenue and market sizes. A feasibility (cngneeting) oriented organization may start with technology first, then build a business ruround it. And a desirability-focused ()fgafirzatTon may focus on the tafget customef, theit context and behaviot, and build a ptoduct cxpedence around that. Where N{VP is the version of a new ptoduct that brings back the maximum amount of r.alidated learning about your customers with the least effort, N{DP is the version of a

47

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product that qualifies the interest in it and the need for its existence. The risk with MVP is that it kick starts customer development before you evefl have customers. A Desirability-trirst strateg),' includes:

o o o o

Understanding user g;oals Cteating a Nlinimum Desirable Product Listening to users and maximizing love Iterating to a great product experience

All thtee perspectives are impotant - \riability, Feasibiliq,' and Desirability. If it is not capable of producing a profit or achieving vour goa1, then it is not viable. If the technologv does not exist or it cannot be created at a reasoflable cost ot in an acceptable amount of time, then it is not feasible. But if no one wants or needs it, then whv bothet?

UX Design Early in the Product Lifecycle

User Research Ienry Ford once said, "If I had asked people what thev wanted, thev would have said fastet horses." The same is true for developing cntetptise solutions. $flhen designing your user cxperience, it is impoftant to note that, in most cases, youf customefs and users don't know what they want...specifically. They know that therr want efficient, effective solutions and have some ideas about how to improve the wotkflow, but it is up to the software solution provider to be able to bridge the gap between the customer and user needs and the technology solution that meets that need. I

F-ot example, some customers may already have an existing directory service that ptovides theit l,ightweight Directory Access

Uset expedence is all about what is desirable, ensuring that your software solution is desirable in the context of viabfity and feasibility. Eady user research is done in a rapid way to vet these issues earl1, in the ptocess so time and resoutces are not wasted.

Protocol (LDAP) that your solution must integrate with to add their Llsers. Other clients may have no LDAP solution, so you will need to ptovide them with one. Yout product's user management solution will need to suppoft various LDAP scenarios across vour market.

48

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The best solutions are usually something that customers and the users have nevef thought of. The real value that the software solution provider brings is the ability to interpret their market, customer and user needs and deliver a solution that is better than they could imagine because of the expertise that they bring in undetstanding their needs and the solutions that enterpdse softw^re c^fl provide. Looking at previous solutions or workflows that satisfied the market may no longer apply. In many cases with innovation, vou may find a solution in another market that you adapt to your solution - like Apple adding touchscreen technology to smartphones. Your research mav include investigatiflg the market, competition, customers and users of the market that the solution comes from and extrapolating from thete.

Fot example, for your user management system, vou mav have a list of featutes like:

o o . r

View usefs Add users to the system Assign roles to users Delete users

50

UX Design Early in the Product Lifecycle

o

Edit users

,\s vou review yout cuffent customefs' solutions and other solutions in the mar \rou may add other features like: a o

,\dding tole-based permissions Creating a system to notify uSerS their account is created Granting user access to update th ptofile Adding/deleting users wrthin the appropriate hierarchl. in the ofg rlrlzatlonal structufe so they c: apptove / dis approve putchases

As we progress from discovery to inception and clabotation of the requiremefl.ts, user cxperience researchers vet assumptions by tnalyzingthe market, competition and current telease of your software. To design user cxpedences that are easy to use for 1,c,Lu customefs and usets, you must become familiat with the customers'workflows and the usets' tasks. When conducting your research, you must establish a [st of users by companies, departments and toles. The companl- contact is

51

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EASY TO USE

usualllr the "customef" and the depatment contact is usually a mana€ler. In enterprise sofrw'are, there are customers that purchase the solution, users who use the system and managefs who worl< for the customef alld manage the users.

lnclude the managcrs in l'()ur rcsearch. Often the managers are also users - usually using the application for operational reports. T'he managers have insight into their emplol.ees' tasks, such as what positions are changing roles and tasks or being elirninated. Your solution is most likely going to change or eliminate their roles - this is not something vou want to discuss w"rth the user but should discr-rss rvith the managers. Sometimes it is the manager's tole that is changing. In this case, you need to work with the right level of the customers' compafly to ensufe th'is understanding.

For example, in the case of the user managernent solution, it will eliminate the business users' reliance on their IT department. This is good for the business in general, but the IT department mzty not be happ1, with giving up this conuol.

52

UX Design Early in the Product Lifecycle

Surve|, interuiew and obserwe the customers and users using theit curtent solution. Develop diagrams of the vatious customers' workflows and note whete drey are similar and diffetent. Gtoup your customet and user types by similar roles and create personas - archeQ'pes that synthesize theit skills, pattems and goals to better undetstand their needs. User Experience Reseatchers may review the current solutions that customers are using and the competrtion. This analysis helps vet assumptions about current soiutions in the marketplace. User experience tesearch anaiysis helps product teams fotm a clear vision fot the product by defining the customers' and users' activities in context of the matket problem the solution is solving. l,farkets are"rr.ade up" of scgments. UX helps to define the matket segmentations in terms of their needs in context of the problems that are being solved for them. UX reseatch defines the strengths and weaknesses of the competition's solution compated to your solution along with how the vatious customers' goals, process wotkflows, activities and tasks are similat and different. Remember that innovation sometimes meafl.s looking at a solution in othet markets and adapting it to another. The solution's vision

53

EASYTOUSE

T

provides the direction for the product's design. The ptoduct team must follow the vision and not be afrard to ignore findings. Yes, listen to customers, but know when the findings support the vision. UX vet assumptions, validates dcsrgn concepts with customers, and evaluates the solution wrth customers' end-users. Review market segmentation demographic data and interiew stakehoidefs, customers and users to gain insight into their goals. A goal is a result one is attempting to achieve. UX obseryes the customers and users using the solution in their environment and develops diagtams of the various customers'wotkflows, noting where the goals and undedining activities are similar and different.

Quantitative and Qualitative Research Qualitative reseatch is used to gain unders tanding o f underllring reas orr s, opinion s and motivations. It provides insights into the problem andf or helps to develop ideas or hypotheses while quantitative research uses measurable data to formulate facts and uncover pattefns. In the case of uset experience research, we are interested in the end-users' reasoning and motivation ther mental model. 54

UX Design Early in the Product Lifecycle

t]ualitative data coilection methods vary using u rls tnrctured ot s emi- s ttuctured technique s. Some common methods for qualitative research include focus groups (gtoup discussions), irrdividual interviews, and patucipation and ,rbsetvations. The sample size for qualitative reseatch is q'pically small, which is great fot rluick studies in an agile process' Quantitative clata collection methods tend to be more sttuctured than qualitative data collection rnethods and require larget sample sizes but can be done quickly with automation. cases, vou may staft with a quantitative method Like a survey then follow up with a

In some

qualitatir,'e method like interviewing to get more insight. But it is mote common to start \r/ith qualitative research to form a hypothesis then test the hlpothesis with quantitative research to validate or invalidate fie hlpothesis and move on fail fast iearn fast - and quickly adapt.

-

-

Personas To develop a better undetstanding of the market, customefs and end-users, UX Designers create bu1's1 and user personas (Figute 4-1). Petsonas are a stand-in for a gtoup of people who shate common goals' They ate 55

EASY TO USE

ctional repf e s entadlrs s-21gheq,-p e s b a sed on behaviors and attitudes. Buver persoflas focus on the goais of the people who make the putchase decision for the software while user personas focus on the goals of the people who use the software. fi

Personas are usually developed from data collected from interviews with users, analytics gathered from system interaction andf or thirdparty research. They include descriptions of behaviors, goals, skills, attitudes and the wotking environment, with a few fictional petsonal details to make the persona a realistic character. For each product, more than one persona is usually created, but one persona should always be the pdmary focus for the desrgn. ffi r*"Sos*Fq;'&# !l,rlr.,irrrr,i: i.,.ii,i .i1..,, ''

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'l'he personas q,pically have names like "Bob" or "Sandy." Evervone involved in detetmining, developing and deploying the solution should have an intimate understanding of the personas. 'I'hey typically have conversations like "Bob r.vould never do that" ot "Sandy would do this first then that." Petsonas are a great tool to connect the people who are designing and developing the solution with the people that are buying and using it.

For example, for vour user managemerrt system, you may have a persona for Bob, a Seniot N{anaget, who is interesting in viewing the users within the apptoptiate hierarchy in the organtzatonal structure that can apptove/disapprove putchases. Or Sandl, the Business Analyst, who will be updating the users in the system as they change departmeflts or leave the compan1,.

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56

C)nce the various roles and goals ate undetstood (defined?) through the personas, UX wotks wrth ptoduct teams to think through the scenados needed to rca)tze the goals. 57

EASY TO USE

UX Design Early in the Product Lifecycle

Scenarios describe a user's interaction with the solution. Scenados are useful to define business cases and inform the user interaction design.

Fot example, fot our user management solution, we will need to undetstand the am can wotkflow of adding a user. This diagran be as simple or as complex as needed to

UX then determines what activities are needed to complete the goals by roles. An activity is a specific behavior or grouping of tasks. UX develops diagtams that illustrate the activities. An activiw diagram shows activities and actions to describe workflows.

Activiq,'diagrams divide the activities into tasks needed to complete the user's objective. ,\ task is a unit of work. The task itself may be a single step in the process or multiple steps or subtasks that make up the task. Activiry diagrams, sometimes called process flow diagrams (Figure 4-2), divide the scenado tasks as needed to convey what the user needs to do to complete theit goal.

support the desrgn needs.

'fasks analysis looks at tasks as outcomes that have actions. ;\ctions usually tesult in some form of commitment. Fot example, selecting the "OI{" button in a software interface or pressing a button on a device results in a clesired outcome. An operation is the outcome of the user)s action. The operation is the pro€lram initiated and yields the results of the user's intended goal.

Journey Maps ourney maps are a diagtam that illusttates the steps yout end-users go through in engaging with your company, services and softwate solution (Figure 4-3). Fluman behavior is ddven lr), the innate need to sausfy idenufiable as well as subconscious needs and goals. Journey maps help you conflect yout end-users' motivations to theit behavior and how your solution meets their needs.

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Iterative Design

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Journey maps help you to identify yout endusers'ban'iers to y6111 solutions and inform rrou how to improve the experience you deliver with your software. Develop journey maps to illustrate all the ways your end-users interact with your process and procedures that your end-users must follow to understand to achieve theit goals. Take special note of the key interaction points - touch points - and what they like and dislike, what fr-urstrates them or delights them. Getting these touch points dght is the kev for you to create experiences that meet your end-users' needs and create loyalq

60

User Experience Designets develop protowpes to conduct iterative teviews with customers to help defining the behavior of products and systems. \Xhen validating Iour flew idea to the matket, you may have to educate yout customers so they can put your solution in a new context. This paradigm shift for the customer may not come easlr 2nd they may not understand the value of yout new solution dght away - especially if you cannot put it in context for them. Reing able to put your new solution in context for your customers and users is the key to validating the solution meets their needs and is easy to use.

Low- Fidel ity Prototypes

Develop low- fideliw protot),pes like wite frames (Figure 4-4). \Tireftames ate a basic visual guide used to suggest the layout and placement of fundamental design elements in the interface. They ptovide a visual tefetence for the structure of the screens, deflne the positioning 61

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UX Design Early in the Product Lifecycle

of global and secondarr. levels of the information hierarch,v, and maintain desrgn consistencv thtoughout the application. Review these protot\pes to ensufe that the customers' and users'needs ate understood. \ralidate that the genetal workflow navigation, information gtouping, information hierarchy, terminology, labels and general interactions are correct. Do not be concerned with visual desrgn at this point - in fact, the prototype should be void of all color, fonts, icons, graphics, etc. to keep the focus on the work flow and infonrration design.

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right design solution to support the differerrces tr theit wotkflow and content. Fot web-based solutions, it can be as simple as leveraging login ID to ddve customizatton * tf company A then this scteen, label, etc. If companv B then this. If it's a desktop expedence, then you may want to create an Admin atea whete each key customer call select the different options that fit theit company's needs.

Involve Engineers as earlv as possible in the 'When possible, share early product lifecycle. research and design direction with the technolog,v atchitects and engineers to ensure feasibiliq, and tcchnology innovation opportunities. The eady ptototypes are ^fl excellent tool to wotk with Engrneering on the best technical solution. N{any times, the engineets know of futute components or pieces of technology that can teduce ot eliminate the need of a component of screefl - enhancing the ease of use of the solution.

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FIGURE 4-4: Low fidelity prototype example

\t[hen reviewing prototypes, validate where various customers' workflow and content ovedap and differ and start thinking about the 62

Fot example, when developing the Add User wireframes for our Uset Nfanagement solution, the EnEneers may know

63

EASY TO USE

about the LDAP that ma1, automate some steps in the process.

UX Design Early in the Product Lifecycle

collabotative process that includes all the solution stakeholdets.

H ig h - Fidel

Medium-Fidelity Prototypes Once you are confident that you understand your various customers'workflow and content then it is time to develop the visuai design color scheme, fonts, iconographv, branding and all graphic elements. \X/ork closely with the visual designer or visual desrgn team to ensure that the visual design elements support the company's brand and enhance the ease of use of the application.

ity Prototypes

Depending on the otgaflrzatton's process and structure, high-fidelitv prototlpes may be developed (Figure 4-5). They may be the responsibility of UX Design or UI f)evelopment or a collaboration of both. Highfidelity prototypes accurately simulate user interactions. For web-based solutions, this includes developmeflt in matk-up languages like Hyper-Text N{atk-up Language, Cascading Sq,le Sheets, JavaScript, and user interface component libraries.

Develop medium-fideliW protowpes that reflect the information and visual design. Depending on how the design team is structured, this is a good time to bdng in the interaction designers. Intetaction Design defines the behavior of how your customers and users interact with your solution. Interaction design is focused on making products more useful, usable, and desirable.

Work with customers and users and conduct reviews of the protoqpes for feedback. \Wash, rinse and repeat as needed. This is an iterative, 64

FIGURE 4-5: High fidelity prototype example

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UX Design Early in the Product Lifecycle

make small or bdef adjustments to your software that vield better results fot theit specific business needs. You may c^tegorlze youx customftrs in thesb gr0up ; strateglc, tactical and happy cdpers. $fork with your client tepresentatives to help you ptofile yout

Five ltelative Design Fleviews in ,\ use research method that I like to use early in the ptoduct lifecycle is five iterative design reviews in fiwe days. It goes like this: t:

Step One: Determine what the most important parts of your solution are in terms of your customers' success. Build a lowfidelity protorype that you can easily make changes to that represents these parts of your solution. Step Two: Identify your target audiences. Profile your customers. For example, for your solution, your cllstomers may use your sofrware to make strategic decisions, tactical decisions or no, modrfi,-ir all and reap its benefits. Not modifl*g your solution at aU may yield the best results while adjusring for tactical reasons may not have great long-term results tiut fot $awier clients, they ma 66

Step Three: Idendfy ideal clienrs to work with that represent each #oop, The clients that you choose need to have most of the qualities for the group they represent. You may need more than one clienr to represent all the qualities in the category. Ttese clients need to be on good terms with your otgafiz^t1on and be eager to help you make yout sofrware expcdcncc better. Step Four: Recruit your clients fot the user experience design review. \rX4roever owns the relationship with your client's needs to parmer with you ro contact the client, explain the design rev-ieur goals, how it will benefit them and the loEstics around how, when and

Step Five: Run the iterati#b desrgn reviews, You rnay conduct the design tbview as

suuctured or unstructured

67

as

you want,

as

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long as itis thb }:est way to help you reach your goal. using qualitative or quantitarive technique or a combination. You rnay run the review with ptecise questions for specitric tasks that you want to evaluate or get general feedback on ease of use like the informadon architecrure design. Focus on what your business determines is the most i-pO#lhnt f"t your customefs' success. Day one * meet vd& your flrsi ilient. Review the design, ask a lot of questions, take good notes. That afternoon, make the changes to the prototlpe iba$ea on what you learned. There may be a lot of charrge[ from the first revlew.

I)ay two

"+ mbet with your second client. Review the design, ask a lot of questions, take good notes. There may be things that you added from the first review that tle second client will love and thi{k that you fite genius this is innovation fronr [istenin$ tU your cUstorr-rerS. Enjoy it. That aftertrodn, make the changes to the prororype based on what you leamed. Some of what you learned \Mill validate what is working and rest will be

tweaks.

Design Early in the Product Lifecycle

Day Thtee through F'ive - same toutine * review, learn. make changes. You will see your desigq becorne more sblid rnrith each review. I t will become clear what is easy to use and you garn great insight int" *r: I:". custqrmers see as innovated. They urill think that you are a genius by the end of day five.

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ln a Nutshell UX tesearch and highJevel design help determine the investment themes, vision, architecture and feature set through research and high-level design activities. Uset stories communicate the software tequirements in a simple sentence in the language of the end-user that capture their

CHAPTER 5 Usability: Making Sure You Got lt Right

goals.

A l,finimal \riable Product (N,[VP) is a ptoduct with just enough features to gather validated iearning about the product and its continued development while a Minimum Desitable Product (X,[DP) focuses primarily on whether you are providing a great product expedence that creates value for your customefs. In most cases, your customers and users don't know what they want... The best solutions are usually something that customers and the users have never thought of. The real'u,alue that the software solution provider brings is the abiliry to deliver a solution that is better than they could imagine through user research

70

"Any dorn fool can make something complex; it tokes a genius to moke something simple."

-Albert Einstein

Later in the product lifecycle, the User Experience Designet provides crosscompoflent and cross-program design guidance to provide a consistent user experience across the components and systems of the latger solution. Now in the process, featute sets afe btoken down into teieases. UX detailed designs ate reviewed with customers and evaluated with end-users to detetmine the final UX design for this release of the software.

"Y EASY TO USE

Usability Evaluations Once you have validated that the workflow meets the customer and user needs then you should evaluate the tasks to ensure that they are easy to complete. Usabfity evaluations assess the degtee to which the system can be operated by its users, the efficiency of the solution and satisfaction. These evaluations are to validate that the tasks are easy to complete - it is a test of the ease of use of the appiication, not the intelligence of the users. If the tasks ate hard ot rmpossible to complete, then the system is not easy to use.

For example, fot the Uset Nfanagement solution's Add Uset: 1rou wili want to provide a scenario for the evaluation: "You need to add a new employee to the system." Then you will observe the participant to see if they can complete the task. Do they need assistance to complete the task or is it obvious what they need to do to add a user?

Usability Specialists conduct usabiliry evaluations with end-uset to ensute that the tasks are not only effective and efficient but

72

Usability: Making Sure You Got lt Right

also dehghtful. They wotk with customers and users to conduct reviews of ptototypes for feedback. The metrics for effectiveness, efficiency and delight are task completion, task time and emotional response. There are several gpes of evaluation methods that may be used:

lnternal Evaluations Internal evaluations may be held with stakeholders, subject matter experts, andf or end-uset proxies to validate that the design meets the clients'needs. This is a fast and easy way to ensure that you are on the dght ttack. It is a recommended step befote reviewing with teal clients.

Remote Moderated Evaluations Remote evaluations are afl easv and inexpensive way to evaluate designs. You may conduct remote evaluations with internal stakeholdets andf or external clients. Remote evaluations give you more flexibility in scheduling evaluations with people across great distances. It is easy to tecord the session with most standatd conferencing svstems. What you lose in remote evaluations ate the subde facral queues and body language and the intimacy and 73

EASY TO USE

tl-Lrst

of spending time wtth your client.

Remote Unmoderated Evaluations UX ptofessionals can run unmoderated, taskbased studies wrth geographically dispersed participants over any web-based interface (website, prototype, mock-up) . Paticipants take the stud1, simultaneously (asynchtonous), in their natural context, using their own PC ot device. Unlike traditional in-lab user testing, remote unmoderated testing does not tequire a moderator or lab facilities and enables you to reduce costs, save time, recruit with ease and imptove the frequency of usability testing.

Lab Evaluations Formal evaluations may be held in a usability lab. This may be a third-party lab that hosts the evaluations for your org nrzatlon or your orgaflrzatton mav have its own lab. The advantage of a lab is the ability to control almost all aspects of evaluations - lighting, sound, interruptiofls, etc. Others associated with the product may observe the evaluations from behind a two-way mirror or monitor. Having the people involved with determining,

74

Usability: Making Sure You Got lt Right

deveioping and deploying the solution observing actttal people interacting with it is always an eye opener. The disadvantage of a lab setting compated to a site visit is that vou don't get the full context of your solution in the envitonment whete it will be used.

Site Visit Evaluations Evaluating your solution at your clients' place of use requires more logrsucai cootdination, travel time and telated cost. But evaluating your solution in the setting whete it is being used is the best way to understand its context of use' You will observe the various lighting, sounds, disttactions, cheat sheets, workarounds, etc', grving you a wealth of knowledge how your iystem is teally being used and a ton of ideas fot innovations.

You may do some or all or none of these methods depending on your budget, time, resources and othet factors' I highly recommend that you find some way to evaluate whethet yout solution is easy to use - even if it means grabbing some people ftom a hallway and getting them to tql to complete the basic tasks-. One usability evaluation is bettet than none. A couple is better than one and sevetal is 75

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wI Usability: Making Sure You Got lt Right

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better than a couple. Studies have shown that conducting five usabrlity evaluations with your target end-user will find B5o/o of your usability issues. The eadier in the product lifecycle you can evaluate your solution, the eadiet you may correct your usability issues - the more money you save in development and the more revenue you gain with adoption, retention and advocacy. In today's entetprise software market, applications need to be easy to use. Good technology is ubiquitorls or invisible. Customets and users have come to expect easyto-use soiutions. In today's mature software matket where the technologrcal solutions are similar, usabiliq, is an important differentiator when considering a purchase as important as an enterprise solution.

Accessibfity testrng is a subset of usability testing whetein the usets under consideration are people with all abilities and disabilities. The significance of this testing is to verify both usabiliry and accessibility. Accessibility aims to cater people of different abilities such as:

o r o o o

76

Cognitive Impaitment Learnrng Impairment

A good software solution should c^tet to all sets of people and NOT be limited iust to disabled people. These include:

o

Users with poot communications infrastnrcture Older people and new users, who are often computer illitetate Users using old system (l{OT capable of nrnning the latest software)

o

Users who ate using NON-Standatd

Accessibility Accessibility is a general term used to describe the degree to which a product, device, service or environment is available to as many people as possible. Accessibiliry can be viewed as the "ability to access" the promised possible benefit of some system or entity. Accessibility is often focused on people with disabilities or special needs and their rght of access to entities, often thtough use of assistive technology.

Visual lmpairment Physical lmpairment Headng Impairment

Equipment o Users who ate having restticted access There are software tools to assist with confotmance evaluations. These tools fange 77

*T EASY TO USE

from specific issues such as color blindness to tools that will perform automated testing.

Usability: Making Sure You Got lt Right

can be identrfied by evaluating the system with as few as three iterations with five users

(l\ielsen & Landaueq Apple includes assistive technology in its products as standard features. For example, iPhone, iPad, iPod, and N'Iac OS X include scfeen magnification and VoiceOver, a screeflaccess technology, for the blind and visually impaited. To assist those with cognitive and learning disabihties, every Mac includes an alternative, simplified user interface that rewards exploration and learning. And, for those who find it difficult to use a mouse, every N'Iac computer includes N{ouse I(eys, Slow I(eys and Sticky I(eys, which adapt the computer to the user's needs and capabilities.

Pre-Development Usability Evaluations The rule of thumb in many usability-aware organrzatTons is that the cost-benefit ratio for usabiliw is $1:$10-$100. Once a system is in development, correcting a problem costs 10 times as much as fixing the same problem in design. If the system has becn released, it costs 100 umes as much relative to fixing in design (G1lb 1988). Eighty-five percent of the issues

78

1,993).

Conduct the evaluations on workflows and tasks that the customers and users determined to be most critical. A,'Ieasure the efficiency, effectiveness and satisfaction by time on task; completion of task; and expected and actual perceived easiness of task. Seventv percent completion of tasks fot fitst-time users with litde or no instnrction is considered a pass rate bv most software producers. Correct any issues in the design from iteration to itetation. Document the evaluations in reports that expiain who participated in the evaluations, what was evaluated, how it was measured, the findings and recommendations based on the findings. Use these findings and recommendations to determine the final design and develop design specifications for Development.

Post Release Usability Evaluations Aftet yout software has been in production fot six to eight weeks, conduct a follow-up usability

79

r Usability: Making Sure You Got lt Right

EASY TO USE

evaluation to ensure thatalT the issues have been addressed propedy and measure your usability ROI. For example, if you know the number of service cails associated with a specific task in the previous release, measure it now and compare with the new release. N{ultiply the number of calls reduced by the cost of a call. and that is the actual dollars saved by this design. Document your ROI and any other issues that may have been discovered that you can incorporate in your next release.

Look at your analytics for insights. Look at whete your users are clicking. Click tracking and heat maps reveal where youf users are spending their time. If they are not clicking on the dght elements then you have something you need to fix. You may also look at what your users are entering in your Search. This will give you an idea of what you need to make clearer for them. Things they are looking often reveal what is not obvious to them. The keywords that they use are clues about where you need to improve yout information design and experience. Just like wrth pre-development usability evaluations, post-release evaluations may be in

80

a

usability lab onsite , at a neutral location, remotely with a web conference) unmodetated remotely with a third-party vendot or going to your customer where they use your solution.

Validate Kef lnterface Elements -ith,'Tai$et Clients through Sa'l $

,

,

We were designing a new interface for a new rnatket, lJfe ureie moving fast and needed to finalize our requiremeflts for development iri the next turo days, Thefe #as one screen that we identified as kev to thd iuccess of our endusers (the \. "mone)' scteen") and we wanted to $atidate th,at #e got it uras ight: ot what to change - before we finalized our tequirernent. Sile had a [J'X advodate in Sales who could shate this wrth some key clients, get theit feedback and get it baCk tb us in the 24 hout$, Sile di it wrth a scfeenshot and email.

\ile got the feedback, made some tweaks and 'got the updated iequirements to deVelopment for thd itetation iu tirrie The neur prodult wedtlout and the customets &c,ught it wzs i'intultiVe." $ffe made it easy to use.

81

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Usability: Making Sure You Got lt Right

In a Nutshell The lesson hem ls that yoll.can validate pa$e of use fast.

Step 1: Ensure you know who your target audience is and what their goals are. Step 2: Know the user interaction element or elements in your interface thar are key to your target audience aChievin[ theii goal.'It is usually one screen - rhe "money scfeen" Step 3: Review the interface with your rarger and evaluate it against their goal for success Srep ,1: Pay attention, take good notes and make the changes necessary for their success trt is

that

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Usability evaluations validate that the tasks are easy to complete - it is a test of the ease of use of the application, not the intelligence of the users. If the tasks are hatd ot impossible to complete, then the system is not easy to use. The metrics for effectiveness, efficiency and delight are task completion, task time and emotional fesponse. Find some way to evaluate whethet your solution is easy to use - even if it means grabbing some people from a hallway and getting them to try to complete the basic tasks. One usabiliw evaluation is bettet than nofle. The eadier in the product lifecycle you evaluate yout solution, the eadiet you may correct yout usability issues, the more money you save in development and the more reveriue you gain with adoption, tetention and advocacy. Conduct a follow-up usability evaluation after a telease to ensure that all the issues have been addressed proper\ and measute your usability ROI.

82

83

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mffidt'rrls like" #rslgli'r is fu*w w#trks."

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Design Spdnts take the five stages of Design Thinking (Empathize, Define, Ideate, Ptototvpe, and Test) and do them in five days (Figure 6-1). Design Sprints ate perfect fot solving an impotant issue that is small enough to digest in five days.

In the latger cycle of ldea, Build, Launch and Learn, Design Sprint does a quick ldea-Learn loop prior to Build fot better teleases. The idea is that working together in a design sprint, you can shoftcut the endless-debate cycle and

Iil

EASY TO USE

User Experience in Development

compress months of time into a single week. Instead of waiting to launch a Nf\? to undetstand if an idea is any good, you'll get clear data from a realistic prototlpe. The sprint glves you a supelpower: You can fast-forward into the future to see your finished product and customer reactions, before making any expensive commitments.

Day One - understand the problem vou are tqring to solve and get everyone on the same page. Having a good facilitator can make or break the whole process. Ask yourselves, "\7ho afe our users and what are their needs?" Put yourselves in your customer's shoes. What is the context in which they ate using yout solution? How do your competitots solve this problem? What do the reviewers say about yout solution? Ask the right question and fotmulate

Start with putting together a mulu-disciplinary team based on the problem that needs to be solved. This may include a Product Owner, Engineer, UX Reseatcher and Desrgner and other subject matter experts that understand the market, business or customer needs. It is tevolutionafy to see non-designers express their ideas and evolutionary for the otgarrrzations to get eveqrone involved in Desrgn Thinking.

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FIGURE 6-1 : Design sprints day 1-5 example

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a sftategy.

Day Two

- diverge down manv paths and

explore ideas. Envision what is possible. Brainstorm as many possibiliues that you can. Get everyone involved and sketch possible solutions.

Day Three - determine the final design to test, the "hlpothesis" ot "expedment." Choose the best idea and cteate a rough storyboard of how you envision it wotking to inform the prototype design.

Day Four - build out the high-level prototype fot testing. This should be an iterative process. too, that involves all the key stakeholders all along the way. Build something quickly. It doesn't have to be perfect - just enough to test 87

\

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your idea.

Day Five

with real live target customers! Get the right people in your

- test your protoq,pe

test that match the persona that you decided on dudng Day One. Run your test script and prototype before testing it with your target to ensufe that the test questions all make sense and that the ptototvpe works the way it needs to.

Design spdnts are intense! They are a week of 6-7 hour days. You are constandy working, evaluating, sketching, discus sing, voting, te sting. You do a tremendous amount of work in a single week. The test results may reveal that it is feasible you can make it - but not viable - your target audience doesn't want it. This is good to know early in your product lifecvcle so you don't waste time and resources defining, developing and deliveting something your customers don't want. You may rcaltze that it is a great idea but belongs in another solution in vour portfolio or that it is much bigger effot - more than just a featute. It may be a whole new module. And that is exacdv why we do Desrgn Spdnts!

8B

User Experience in Development

User Experience Collaboration with Development N{ost solutions' elements interact with the user in some fashion, so proper UX design is as important (ot sometimes even more important) than other aspects of good software system engineering, especially in larger systems. This impacts that the way il which UX Designers collaborate wrth the rest of the progtam. The following two organrzattonal models are the most commofl.

Centralized UX Guidance and lmplementation Although it might appear attractive from the perspective of empowerment and velocity of the agile team, ful\r dis6buting UX developmeflt to the team can be quite problematic. Thetefote, som e orgattzations create a central uset experience design team that iterates somewhat independendy from fie development teams. They ftln a commorl cadence and iteration model, but their backlog will contain uset experience storv spikes, uset experience testing, ptototyping and implementation activities that arc used to determine a common user experience. They 89

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User Experience in Development

qpically work one or two iterations ahead to dis cover upcoming functionality and determine how it should be implemented.

team who ptovides the basic design standat-" and preliminary mock-ups fot each UI, but the teams have team-based UX implementation experts for the implementation. In this case, the UX expetts are distributed among the teams, but the centraltzed authority provides HTL,{L designs, CSS style sheets, brand control, mockups, usability guidelines and other artifacts that provide conceptual integrity of the UX across the entite solution. The centtal team also qpically attends iteration and PSl/release demos to see how the overall system design is progtessing.

It is rmportant to note that the purpose of the centralized UX team is to maintatn a consistent user experieflce across the entetpdse solution's entire product portfolio. For this to be successful, UX fesources must be integrated into the product teams to best meet the individual product's specific market, customer and end-user needs. Each product has unique needs that a dedicated UX Lead must have a deep understanding of to design the experience in context of these target customefs and endusers while being mindful of the general UX standard guidelines across thc portfoho. The UX product team lead must think "globall/' in terms of the portfolio standards and guidelines but design solutions "locally" for the product that they serve.

Each model has its merits and it is up to each org rrtzatton to determine what best meets their needs. As with all things, tdal and errot will evolve the otgan tzatTon structure, discipiines and collabotation.

UX Debt Distributed, Governed UX Development In the case where a central team becomes a bottleneck for the development teams, a distributed but governed UX development may be best. In the "distdbuted but governed" model, there is a small, centrahzed UX design 90

The term "UX debt" comes to us from the term "Technical Debt" coined by Ward Cunningham (Cunningham). Technical debt (sometimes called code debt) is "a concept in programming that reflects the extra development work that arises when code that is easy to implement in the short run is used instead of applying the best overall

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solution" according to Cunningham. Basically, this means there are costs of cleaning up lessthan-ideal code. It is "debt" because you need "pay it off" - go back and rewrite the less-thanideal code. If you don't, then there can be lessthan-ideal consequences that can affect your customers' experience - sending them to your competition. Joshua Kerievsky is credited with extended the technical debt metaphor to user experience design using the term "LJser Experience (UX) Debt" (Dunwoody & Rector,2015). Kerievsky explained that,like technical debt, UX debt will eventually come due, usually in the form of less customer satisfaction and possible customer defects. Just like technical debt, UX debt must also be addressed.

Fixing your UX Debt is a relatively straightforward endeavor. Jack Moffett shares this 3-Step Guide to Erasing Your UX Debt (Moffett): Step 1: Create and Validate a UX Debt Inventory. Review your support call logs, analytics data, customer surveys and interview results and make a list of your top UX issues.

customer satisfaction score or based otl tllt' number of support calls or lost revenuc tluc ltr the issues. Create a scorecard based on thesc factors andf or others, whatever is most important to your organization.

You can create a matrix of severity of issues over estimated time to fix to determine the order that issues get fixed. Step 3: Schedule. Your debt doesn't get paid off until you fix it. You need to have the discipline to build "debt payment" into your development schedule. This will require that the decision makers in your orgamzatron understand the cost of the debt and a clearly articuiated plan to address it.

Though the UX team may be accountable for identifying, defining and priorittzing the UX debt, it takes Development to ensure that the UX debt gets addressed. You may address this in periodic dedicated iterations or address one or two UX debt issues in every iteration. It is up to the organizationto determine what makes the most sense for themselves based on their business strategy. Of course, the best way to limit UX debt is to design it right in the first place.

Step 2: Prioritization. Rank your issue issues by severity. This could be a usability severity rating based on task completion or time on task or 93

User Experience in Dcvr:lttlttttrtttl

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Oi$anizing Your UX Team foi

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i

Next, introduce u$ability. Now tlt.tl 1't,tl ll,tt'r' pr types,,)fou cafi test thetn witlr irtlt't'rt,tl subject, matter expert$"and actua I c tt s t o t t t' t's and endrtl.seis; Thi$ feedlihck will ntttvt' yt,tt from educated guesses to what Your customers wantto datildri+dn rnew insighls. t

:

Over the years, I have developed and enhanced several UX teams. In some cases, I had to start with a pre-existing dysiunctional team and in other cases, I got to start from scratch. Starting from scratch is easier. When starting an experience design team from a blank slate, start with understanding the market problem that your organizatioln is solving and your organization's overall vision, missiCIn and strategy Based on thesei , determine yo,r, design vision, "*[Lrience mission and strategy to align with the organization. From there, you can determine the processes you need to integrate, the talent that youlgeed to hire and a growth path lhat aligns with your organizatior-r's e*pbrience design needs.

As your experience design organization mafures, introduce user research. User research iS a rtiflin dtlvei in inr,lovation. It will ahead of your marketplace g", y.;

";tr"J

But usei research needs prototyping and testing to vet concepts and validate ideas. l

,

',,,:.

ff,iod ire dtartiflg wlrth an existing Oysfundtional team, then you need to do the' piop*i analysis io delltffind what is workjng ind your opportunities for improvement. It is a similar process to developing your strategyscotecaid With a focusbn of$nizatton and operatio refinement.

In most cases, start by bringing in an Interaction Designer to build prototypes. Start developing low, medium and high prototypes for early, mid and late product lifecycle. Everyone will see the immediate vaiue of prototyping. A picfure is worth a thousan words'an prototyp,U is #brth a ffibusand _e rneetings.rP:otot ipes lacceier.ate clarity.

94

95

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ln a Nutshell

/

UX designs, guidelines and specifications need to be completed prior to the target deveiopment iteration so developers and tester can focus on developing and testing the working softrvare. Some otg nrzatlons have a central user expedence design team that iterates somewhat rndependently from the development teams while other organrzattons have a distributed but govetned model where a small, centralized UX design team provides the basic desrgn standards.

UX debt will eventually come due, usually in the form of less customer satisfaction and possible customer defects. Just like technical debt, UX debt must also be addressed. Instead of waiting for launch to understand if an idea is any good, try a quick prototlpe in a Design Sptint.

96

CHAPTER 7 Building Your User Org anization "lndividuols and lnteroctions Over Processes and Tools,"

- Manifesto

for Agile Softwore

Development

The N{anifesto fot Agile Software Development states that individuals and interactions are more important than processes and tools. This means that i.ndividuals and interactions are more important to successfully develop software thafl the process they follow or the tools fiat they use. You may have the best pfocesses and tools in the wotld but it is the individuals and theit intetaction that make it successful. Having an effective, efficient process that is cieatiy understood and the dght tools to do yout 1ob is

EASY TO USE

still necessary but means nothing without effective individual interactions to define, desigr, develop and deliver your software. The main purpose of the IJX team is to maintain a consistent usef experience across the enterprise solution's entire product portfolio. For this to be successful, UX resources must be integrated into the product teams to best meet the individual product's specific market, customer and end-user needs. Each product has unique needs that a dedicated UX Lead must have a deep understanding of to design the experience in context of these tafget customefs and end-users while being mindful of the general UX standard guidelines across the pottfolio. The UX product team lead must think "globally" in terms of the portfolio standards and guidelines but design solutions "locally" for the product that they serve.

Building Your User Organization

you better and different than your competitors? Desctibe what that means fot yout customers, and then you can articulate vour user expedence strategy in context of your otg nrzatlolt's overall obi ectrves.

Your market and customers have a specific need for which you provide a solution. Nlarkets ate made up of segments and segments are made up of customefs and customefs can be described by theit motivations, needs and goals and how you help them achieve them. Fot example, let's say you are afl on]ine service ptovider. You ptovide a subscription-based service that is easv to use fot your customers. How do you know it is "easy to use" to your customer? Not what 1ou thrnk is easy to use but whatlour castomers think is easy to use. That is youf ux stfategy.

Understand Your Vision and Strategy

User Experience KPI

V{hat is your organizatron's vision and sttategy and how does the expedence you deliver to your customers support it? Your vision is probably to be the industry leader for your market. And your strategy is to be better and different then your competition. So how ate

Based on your orgaflrzatTon's overall obiectives, what are your UX objectives? What are your measures for success? SThat are vour I(ey Performance Indicators (I{PI)? You need to be clear on how you measure your usef expedence objectives in context of the overall success of

98

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youf ofgafliz^t7ot1. What is your metric?

investment in downstream pfocesses.

For example, you may want to increase customer conversion - the number of prospective customers that visit your website to purchase your solution. Conversion is a I(PI. You mav set a goal for a 20o/o increase of new visitors to make a purchase. You may measure that by how many new visitors click the "buy" button. That sounds easy enough but it will be Iour user experience design that will ^tttact them and guide them to this conclusion.

The Talent that Makes lt HaPPen

Organization's Process and UX Fit Yout otgaflizatlon has processes now. They may not be well defined or understood - or even consistent - but somehow you are gettrng

things done. You need to understand your own process well enough to determine where your user experience development fits.

For example, you may have a gre^t solution fot yout market but the expedence you are delivering is not gettrng the customers you were hoping. \Where are you defining, developing and delivering your experience in your process? Not surprising, the eadier you address this issue in vour process, the bigger your return ofl 100

Thete are many disciplines that fall under the umbtella of User Experience. In general, someofie wrth the title "UX Researcher" or "Usabfity Engineer" wrll have a background in reseatch and human behavior. Ther, may have a degtee in Anthropology or Ethnology. They ate skilled at conducting tesearch, developing usability plan s, conducting s tudie s, analy zrng data, determining findings and providing recommendations. In latget organizations, "Research" afld "Usability" may be separate roles.

If you have a lot of content or data, you may have a "Content N{anaget" or an "infotmation Atchitect." They may have a background in Writing ot Library Science. They are skilled at managing content and information design: tetminology, titles, labels, loEcal grouping of content, inforrnation hietarchy and data visualization.

A "\risual Designer" ot "Gtaphic Designer" may have a background in Communication ot Graphic Design. They undetstand color,

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Building Your User Organization

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q,pograph,v, la,vout and illustration. They develop color schemes, visual design comps, graphics, illusttations, icons and style guides.

have a An "Interaction Designer" ^uy Interaction in Human-Computet background (HCD or Cognitive Science. They understand hunran behaviot, metaphots and design patterns. They ate skilled at developing prototypes. They understand design ptinciples and indusry best ptactices like when to use radio buttons instead of a dtop-down meflu or when to use tabs, and swipe and tap behaviots.

Fot example, let's say you are getting plcnty' <,1' customers visiting yout website but have a hiulr abandonment of your purchase process. I would recommend hiring UX experts who can heip tedesign your putchasing experience. This could be an interaction designet to prototype a bettet expedence of a visual designer to develop a cleaner, more cohesive look and feel ot a usability specialist that could do a little UX tesearch, develop and execute a usability study and ptovide findings and recommendations. It may take all these skills in some degtee depending on your specific situation.

you are making hatdware or devices then you will need an "Industrial Designet." If you do a iot of animation or Virtual Rea1iq,, you may have an "Animator" or "Motion Graphics Artist." If you are designing wearables then you may need a "Textile Designer."

Having a clear understanding of how your UX strategy fits in your company's overall vision will guide you on yout UX I{PIs, whete it fits in your overall ptocess and detetmine the talent that you need to hire to deliver an experience that will win the heatts of rrour customers.

Ask yourselt "$7hat UX activities are needed for our process?" That determines the needed skills and who you need to hire. Is your soiution considered hard to use by your customets? Is it hard fot your customers to undetstand your value to them? Ate your customers even finding you? Based on how you ansu/et these questions detetmine what type of UX talent you need.

Hfiing the Rioht $kill$'for th6 Right

If

102

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is not u"cr*mrt for de,to find an ofg rlrzaldofl tnat' has had a bad User Experience expedence. Leadets in the orsanizatibni know that UX is impoitant and

It

' ': ''

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Building Your User Organization

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they hire people that they feel are right for the job. If rhe person hi.i"g rhe UX ralent is .no.t'a $x Ukpeit themselvei then tilure is good chance that they may hire the wrong fit.

fhis,rxg

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,

In one organtzation that I worked wirh, they needed a'usablliry specialist ro test thHi, , software interface interaction. The person hiring the usability specialisr was rrot at Uf ,exp.ert a d hi ed a graphic designer f, had a lot of user experience and usabiliry refetences on their resume. To be fair, the Graphic Designer probably thought they knew usabiliry well enough to test enteqprise software (how different could it be from the websites that they designed?).

i,,

.

As you may have g,r"rr.d, the website Graphic Designer didn't understand the taskbased application sofrware enough to develop

ffihel hext,hiie has il Hdffian Factor ,'" EflgineCIf. THbu$ this sounds promisin$he HFE had spent their entire career with human-machine interaction (HIID testing plane cockpit controls. That did nor translate well to lrriar-compurer interactions of sofrware. This didnit work either.

104

ations$td.$ght.in a UX expert hite a UX ipecialist. The UX expert found

t
a

usabiliry specialist with expedence testing enterprise software. This specialist had many yeais of expeiience'iestifl$'t[skdbased'.,': : .,, software application eipetiences. They knew what to look for, how to design the right test, recruit the right evaluators, run the test and report the finding and recorrunendations to improve the usability of the software interface.

Anofibr oygantzattan'that wanted,rto st4.r{ a UX group iir.d a UX Nlanaget i" ql Again, i

the leader knew they needed to improve the user experience of theit software and knew that they needed to hire someone with skills in usability testing for entelprise software. The ptoblem was ttre UX leader was only a Ntarrager and in QA. Because they *... QA, they would run studies of finished product and report on changes that they would have to, akA in the,,next release (you cad,$uess how that went over...) and since they were only a manager i., QA, no one listened to them. The whole thing crashed and bumed within months.

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Building Your User Organization

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The otganization hiied a IJX Director in Architebtute. Frdm dichitecture: the UX hadel got a Aoli$tic perspective of thd sofrware solution and could see the future direction of the business. From rhere, the UX leader developed thb business's uX str?tegy and hi"ted the fight people'to execute fie

::'

In a Nutshell Having an effective, efficient process that is cleady undetstood and the dght tools to do yout job is necessary but means nothing without effective individual interactions to define, design, develop and deliver your software. Each ptoduct has unique needs that a dedicated UX Lead must have a deeP understanding of in order to design the experience in context of these target customers and end-usets while being mindful of the genetal UX standatd guidelines across the Portfolio. The UX product team lead must think "gIobally" in terms of the potfolio standards and guidelines but design solutions "Iocally" fot the product that they

:

To hire the right UX talent, you need expert thar has a deep understand technolo$ a:ld }itisiness neHds.

a UX ofyour

/ /

serve.

Understand Your Vision, Sttategy and I(PIs. Understand your organization's process and

UX Fit

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107

LiserExpeience (LIX),

Bibliography

https:/ /rwr,'w.flngroup.co mf atttcles f definitrol expedence/ In-text reference: Q'Jielsen & Norman)

Apple. http:/ ldeveloper.apple.comf uef In-text teference: (Apple)

Btown, Trm.,

Change b1 Design.

.

New York: Harper,

2009.

In-text reference: @rorvn,

2009)

Charan,Ram. Vhat the CEO lVantsYoa to Know.lJntted States: Ctown Busrness, 2001. In-text reference: (Chatan, 2001) Cunningham, \Ward. Vard Explains Debt Melaphor. http / /wrlri .c2.com f ?WardExplainsDebtl'Ietaphot In- text reference: (Cunningham) :

Gilb, f'om. Prindpks of Software EngineeringManagement. Boston: Addrson-\X/esley, 1 9BB. In-text teference: (Gilb, 19BB) Dunrvoody, I{imberi,v and Susan Teague Rectot. "UX Debt in the Entetprise: A Practical Apptoach" Llrer Expeience fuIaga{ne,

1

5(1). 201 5.

In-text refetence: (Dunwoody & Rector,2015) N'Ioffett,Jack. The )-StE Guide to ErasingYourLIX Debt, http s : / /www.uxpin. com/ studro /blog/ 3 -s tep-guideerasrng-ux-debt/ In-text reference : (\'f offett) Nielsen, Jakob and Donald Notman. The Defnition rtf

108

r'rscr'

Nielsen, Jakob, and Thomas I{. Landauer' "A mathematical model of the fiod*g of usabrhh' ptoblems, " P ro ce dings of ACM /NTERCHI' 9 3 C o nJi re n r' Amsterdam, The Nethedands, 24-29 April 1993' e

In-text teference:

(l'Jielsen

&

Landaue

r,

199 3)

Notman, Donald. "Human-Centered Design Considered Hatmful." lnlerartions,July + August, 2005' Norman, Donald. Tlte Design of Euerydry Tlz73r' Nerv Yotk: Basic Books, 2002. In-text tefetence: (l\otman, 2002) B. Joseph andJames H. Gilmore ' Vehome to the Expeience Economl. Haruard Busine-rs Reuiew' 1'998 In-text reference: (Prne & Gilmore, 1998)

Pine

II,

B. Joseph andJames H. Gtlmore ' The Expeience Economl: Work Is Theater dr l:uery Business is a Stage' Boston: Han'ard Business Press, 1999' In-text reference: (Pine & Gilmote, 1999)

Pine

II,

\,'an Tyne, Sean (contributrng rvriter)' The Gaide to the o w k dge' P ro d. u c t M a n age m n t a n d M arke ti ng B o fu oJ' Kn & N{arkeung Ptoduct Association of Intemauonal N{anagement. 201,3. e

Van Tvne, Sean and Bean, Jeoftey' The Cuslomer Expeience Reuolution: How Companies like App/e, Amaloq

109

ancl 5'tarbucks Haue Changed Bat'iness P-oreaer.

St.

Johnsbury, VT: Briganune Nledra, 201 2. In-text teference: (Bean & \ran Tvne,2012)

\ran T\,ne, Sean. "Corporate UX Nfatudq,: A Ntodel for Organtzattons." (iX l[aga{ne,Yolame 9, Issue 1,201,0. Van Tyne, Sean. "Defining and Designing Technology for People." Pragmatic Marketing, Volume B, Issue 2, 2010. Van Tyne, Sean. CoQorute User-Experience l4atuitl Model. Human Centered Design Springer Bedin / Heidelberg, 2009, Volume 561.9 /2009, pages 635-639. ISBN: 978-3612-02805-2 Van Tyne, Sean. "Product Design: Bridging the Gap Between Product Nfanagement and Developmert," Tlte Pragnatic Marketer,Yolume 5, Issue 1,2007 Van Tvne, Sean. "Easy to Use for \Whom: Defining the Customer and User Experience for Enterprise Software." The Pragmatic Marketer, Volume 5, Issue 3,

About the Author Sean Van Tyne is the author of Eay to [Jse: User E xp e ri e n ce D e stgn i n Agi / e D e u e /op m e n) fo r E n n ryri s e Software, co-author of The CustomerExpenenci Reao/ution:

How Companies Like Appk,AtnaTon,

and Slarbucks Haae Changed Business Foreuer, afld. a

contributing author for The Guide to the protluct Management and MarketingBo@ of Knowledge (the ProdBOK@ Guide).

International speaker, best-selling autho r and advisor, Sean is an industry leader who helps org^flizattofIs with their strategies, goals and direction to deliver innovative solutions with best-in-class experieflces to increase customef satisfaction, loyaltv and advocacy that creates sustainable long-term fevenue.

2007

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