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The Collaborative UX Toolkit for Agency and Internal Teams
- 1. The Collaborative UX Professional’s Toolkit COLIN BUTLER ANDREW WIRTANEN 2013 UXPA Boston Annual Conference
- 2. The presenters and the presentation Why are we here?
- 3. Agency life How to survive it
- 4. Keep communicating Meetings and kickoffs Emails and phone calls Documents and specifications
- 5. Keep communicating Meetings and kickoffs Emails and phone calls Documents and specifications But… That won’t solve everything
- 6. Keep communicating Meetings and kickoffs Emails and phone calls Documents and specifications Really cool collaborative design methods
- 7. Create a process that: Allows the client to relate their knowledge and expertise both up-front and throughout the process Exposes exactly enough of the process to the client to satisfy them, involve them in their strengths, and no more Lets both parties stick to what they do best
- 8. Internal UX teams You have stakeholders who are your internal clients Create a process that: Allows the client stakeholders to relate their knowledge and expertise both up-front and throughout the process Exposes exactly enough of the process to the client stakeholders to satisfy them, involve them in their strengths, and no more Lets both parties stick to what they do best
- 9. Remember: Your agency is an expert at creative and technical processes Your client is an expert at clienty things Don’t try to be an armchair expert Don’t let someone else do the same to you
- 11. Also known as: ad hoc personas, brainstormed personas Craft a set of user archetypes to represent the user base Built using the client’s specific experience and knowledge This knowledge is often anecdotal and not based on data
- 12. Proto-persona workshop Why you should do it
- 13. Can be done in only 2-3 hours and clients often find it fun Allows you to base design decisions on documented assumptions Can serve as a good starting point for real validated personas if the budget allows for surveys or interviews But…
- 14. If you have the time and budget to do research, real personas are always better Be wary of creating a culture of making proto-personas Make sure your client is aware of the risks of using unvalidated proto- personas
- 15. Proto-persona workshop How to do it
- 16. Before you start Always ask if the client has done any UX or marketing research Invite between 1 and 5 stakeholders that are in a position to know about the users Always try to invite someone who is customer-facing, e.g. customer service, sales, or support
- 17. Logistics Gather Sharpies and 11”x17” (or comparably large) pieces of paper Reserve a conference room for 2-3 hours Consider inviting a project team member to help you take notes
- 18. Creating the personas Explain personas and create an example persona for an unrelated or fictional product or service Give participants 10-20 minutes to build personas Provide guidance and help participants create consistent, useful personas: data should be specific and cover some relevant aspects e.g. Oscar, 43 year old male, prefers Apple products, drives an Audi
- 19. Revising the set of personas Have each participant present his/her personas Discuss which personas are similar Consolidate personas based on similarities If necessary, plot key characteristics to visualize similarities/differences
- 20. If your clients are remote… Ask participants to create personas on their own and send photos Review the personas yourself for correctness Present personas to the team via web conference Consolidate personas yourself based on similarities
- 21. Page description workshop What it is
- 22. Everything about a wireframe except the layout List the things that need to be on a page Assign priorities to page components
- 23. Page description workshop Why you should do it
- 24. Your clients are probably not designers Wireframes are very easy to misinterpret Decisions on layout and visual style don’t need to be made yet It only takes about 2-3 hours
- 25. Page description workshop How to do it
- 26. Before you start We’re going to need post-its. Lots of post-its. Supply each seat with a stack of notes and a Sharpie Invite around 2-6 stakeholders who know the business goals Try to include marketing and project leadership from your side
- 27. Step one: the standard stuff Introduce yourself and your purpose in the workshop Go around the room and have participants introduce themselves and explain their roles Explain what a page description diagram is, provide an example, and describe the workshop concept
- 28. Step two: make 3 columns on your board HIGH priority These features are vital to a user’s understanding of the fundamental concept and goals of the site. MEDIUM priority The site should include these features to function well and provide for the majority of a user’s needs. LOW priority These features are useful, but not vital to the user’s operation or understanding of the site.
- 29. The car analogy: High priority items are the engine. Without it, the car is in no way a car. Medium priority items are seats. They make the car work right. Low priority items are cup holders. Including them make the car a more pleasant, effective experience.
- 30. Step three: gather business goals Take 5-10 minutes for participants to write down components Common items: identity message, call to action, navigation menu Collect items on post-it notes and place them in columns Like brainstorming, do not reject anything yet Feel free to place items on column boundaries for now
- 31. Step four: turn it all into this
- 32. Create a “parking lot” at the bottom of the board Walk through each item from high priority to low with the group Discuss and debate priority positions – try to move all items off the boundaries if you have any Items that may not be used get bumped to the parking lot and redundant items can be removed completely Optionally sketch some components
- 33. If your clients are remote… Have your clients brainstorm page elements and send you the list Review the lists yourself for correctness Schedule a web conference Use a screen-sharing app and a tool like Trello.com or Visio to replace the whiteboard
- 34. Participatory expert review What it is
- 35. Think expert review, but live and with experts from both sides One or more UX specialists and client stakeholders locked in a room with the product for a few hours A good way to exercise UX oversight of pre-release iterations
- 36. Participatory expert review Why you should do it
- 37. UX professionals may lack domain knowledge Clients often misinterpret reviews or ignore them altogether due to lack of engagement The evaluator effect – where different reviewers may come up with different results or different evaluations of those results – is mitigated by multiple reviewers Improves engagement when you are not responsible for development
- 38. Participatory expert review How to do it
- 39. Before you start Invite between 3 and 10 experts across UX and the client domain Set up a room with a whiteboard and a projector if possible The projector is more important than the whiteboard One UX professional should be set up to take notes – on the whiteboard if available, otherwise just type them into a document
- 40. Getting started Everyone in the room introduces themselves and their roles Explain UX, expert reviews, and heuristics to the client Open the product and display it on the projector where everyone can see clearly
- 41. The walkthrough One UX professional “drives” the group through the interface Pause, discuss, and record issues in red and positive findings in green Domain experts (clients) may need to drive or help drive at times One UX professional documents issues on the whiteboard or in a doc
- 42. After the walkthrough Review the collected issues Rate each issue on its severity – low, medium, or high If an issue is a particularly quick fix, it can be given a special “trivial” severity ranking Provide a recommendation for each issue if possible
- 43. After you leave Transcribe the issues, severity ratings, and recommendations in a deliverable format Send the issues to the client and have them review the results and offer any further input they may have Follow up after a week or two and offer help resolving or clarifying issues
- 44. If your clients are remote… Use a screen-sharing app and a tool like Trello.com or Visio in place of a whiteboard
- 46. User Experience professionals are facilitators as much as they are creators The worst thing you can do is work against your client instead of with them Involving the client improves their experience and fosters engagement
- 47. The end Thank you, etc.
Notes de l'éditeur
- Personal introductions, background, and qualifications for speaking about thisWhat the talk is going to be about: three collaborative methods that can be added to your toolkit whether you work in an agency or as an in-house UX person. Focus will be on agency model, but internal buy-in and collaboration is just as important as it is with the client (people are free to argue that it’s more or less so)
- Paraphrase (from Clerks) “I’d love this job if it weren’t for all the clients.”Working in an agency can be challenging. The main differentiator from in-house work is that the clients change. This is bad because you have to re-learn and re-teach a lot. It’s good because you can review and revise your methods rapidly.
- There are a lot of ways communication happens. These are opportunities for you to get a greater understanding of the problem and the domain and for the client to validate your decisions and ideas.
- The ultimate problems are synchronicity and engagement. It’s easy to get bogged down in back-and-forth in asynchronous communications, and it’s very common for ideas to be miscommunicated or ignored due to a client that is removed--or feels removed-- from the process.
- So we have some neat new tools to help with that.
- In other words, you should facilitate the UX process to focus everyone where they are needed.
- The same goes for stakeholders--guide them so they can focus on what they know best.
- Don't pretend to know what your client knows, and don't let them pretend to know what your UX/design teams know.And now we're going to talk about three methods to use to accomplish this...
- Created by Tamara Adlin, recently discussed in Lean UX by Jeff Gothelf.
- Note that we say “assumptions”. This is bad, sure, but assumptions are used all the time. The good thing is that this time they’re documented. Good ones can be reused and bad ones can be revised.
- Proto-personas are particularly useful in agency life due to time and budget constraints .Your client should understand that you have constraints and that acting on the information in proto-personas is risky.
- Never do proto-personas if you do not have to. Don't invite too many, or you won't be able to facilitate the meeting effectively.Customer service reps are often the closest ones to end users. If your clients don’t know their users well enough, don’t use this method. Do a short survey or some interviews instead.
- Your clients will use the paper to sketch their personas.The notetaker can be useful when your clients are explaining and discussing your personas.
- Relevance is a tricky thing. Adding personal details about a persona may not be directly relevant, but can help paint a clearer picture of the character. The fact that Oscar drives an Audi may not be as relevant as the Apple preference on Comcast's site for example, but it does carry implications of his taste and lifestyle.
- You can use a whiteboard to make characteristic spectrum plots. For example, you could have one for tech savviness level from 1 to 7.We’re happy to discuss plotting characteristics further, but time is short.
- Remove personas that are completely redundant– if a persona’s place on every spectrum has a close neighbor, consider removing the persona.If one or two characteristics keep a persona from being removed, those characteristics may be moved onto other personas to make it redundant.* Gaps in a spectrum indicate one of two things: that one or more personas were overlooked, or that the business does not address users of that quality. This can be either a conscious market decision or an oversight that may be worth some attention.
- The website or application may be complex and it may help to sort things out before your clients get started sketching personas.You can often do a lightweight survey to get basic user needs and goals.
- Common misinterpretations: “is this the final design?”, “move this a couple pixels over”, “why is this in latin?”, “I need to see something more detailed”Designers can translate a wireframe into a visual. Clients often can’t.
- Marketing and project leadership can help make sure business goals and messaging needs are adequately represented
- Explaining priorities to users is helpful, but most important is that you understand them.
- You don’t even need to use the same column descriptions and priorities as long as you know them well and keep them consistent. These have just worked well for us.
- When placing items in columns, apply some affinity diagramming principles to keep items grouped by similarity. This can help reduce the set later.
- Recent research suggests that novice usability evaluators find different issues than seasoned evaluators, so consider including a novice evaluator if you can provide 3 UX professionals.
- Focus on getting through as much of the interface as possible at this point. Budget no more than a couple of hours to avoid fatiguing everyone.If the whiteboard fills up, take a picture, erase the board, and move on.
- Clients really shine in this method because they can help assign realistic severity and recommendations (especially if development personnel are present).We’ve seen client developers fix issues during the review. While encouraging, we suggest clients refrain from changing the product while it’s being reviewed.
- This one isn’t really complicated. No physical interaction is required, so a conference call over a shared screen works fine.