Stepping Back to See Clearly - Building a Solid UX Strategy
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Internet Summit 2013 Raleigh, NC November 17, 2013 Pre Con UX Workshop Stepping Back to See Clearly - Building a Solid UX Strategy There’s more to UX than usability best practices or a shiny interface. How do we go deeper and create a strategic foundation for solving business problems through design? This session will focus on identifying, clarifying, and communicating problems using design thinking. *shout outs to Jeff Gothelf for the Lean UX stuff, and Joe Baz and Above the Fold for the Problem Statement format.
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Stepping Back to See Clearly - Building a Solid UX Strategy
- 1. Stepping Back to See Clearly – Building a Solid UX Strategy Scott McCall, Product/UX Designer November 13, 2013
- 2. UX = Problem Solving
- 3. Solve the right problems
- 5. Think Research Competitive analysis Mental models Test results Measure Testing Analytics Sign-ups Surveys Prototypes Wireframes Code Sketches Hypotheses Build
- 6. Think Identify the Problem Clarify the Context Communicate the Strategy Measure Build
- 7. Create a framework for thinking Start here Think Identify the Problem Clarify the Context Communicate the Strategy Measure Build
- 8. Identify the problem Clarify the context Communicate your strategy
- 9. • “Where pharma buyers meet pharma suppliers” • Supports massive events worldwide. • Not an e-commerce site, but a 2 way matchmaker.
- 10. CPhI Online – Original, original site
- 11. CPhI Online – Original home page
- 12. CPhI Online – Original product search
- 13. CPhI Online – Original product detail page
- 14. Step 1: Identify the Problem
- 15. Step 1: Identify the problem – gather your data What are people saying? Interviews Surveys Support tickets Feature requests Forums What are people doing? What does the business require? Marketing goals / strategy KPI’s Web analytics User testing
- 16. Step 1: Identify the problem. What we started with: What are people saying? Interviews Surveys Support tickets Feature requests Forums What are people doing? What does the business require? Marketing goals / strategy KPI’s Web analytics User testing
- 17. CREATE PROBLEM STATEMENTS According to __(data)__, __(target user)__ [verb] __(problem)__.
- 18. CREATE PROBLEM STATEMENTS According to __(data)__, __(target user)__ [verb] __(problem)__. According to our user testing, 60% of “buyers” mistook the login box for the registration form.
- 19. We grouped the problems into “focus buckets” Improve the following: Bucket 1 Bucket 2 Bucket 3 Product and supplier search and filtering, list, and display. Inquiry and contact flows. Registration form and process. We took a massive, diffuse directory and aggressively focused it on the key actions.
- 20. Step 2: Clarify the Context
- 21. Data-based Personas - Who are we building this for?
- 22. User Journey - What is the role of this in context?
- 23. Competitive Analysis – How are others trying to solve this?
- 24. Step 3: Communicate Your Strategy
- 25. User Journey - Break it down, make it clear
- 26. Apply your framework to the competition for insights
- 27. Next Steps: Solve, Validate, and Refine.
- 28. So, how did it play out?
- 29. CPhI Online – Home page clickable prototype
- 30. CPhI Online – Product search clickable prototype
- 32. New home page
- 33. Outcomes - So how did these bets pan out? KPI February 2013 August 2013 Monthly engagement activities 38 300 Monthly visits 6k 12k Key account adoption rate 19% 69% Actual promoter score 55% (25% - 2013 end goal)
- 34. Identify the problem Clarify the context Communicate your strategy
- 35. Thanks! Scott McCall, Product/UX Designer @scottmccall linkedin.com/in/scottmccalluserexperience
Notes de l'éditeur
- If you solve the right problems, you get happy users as well as happy stakeholders, because there’s usually a good business outcome.But, this is hard. How do we get at the real issues? What problem is this thing trying to solve? Will solving it actually affect a business outcome?Many business requirements aren’t necessarily on point. It’s common for there to be no well defined, relevant KPI’s for a product, service, etc that ladder up to business goals.There’s a huge opportunity to put your ear to the ground here and gain insights from interviews and testing opportunities that can fuel real business growth.Close the gap!
- This is what’s going on all the time in a lean/agile setting. Making prototypes, validating assumptions with quick tests, interviews, observing metrics, etc+++++++We’ll concentrateon the “Learn”—what happens when you get that gnarly list of issues and an existing site? How do you work with other team members and stakeholders to get it right/sell a vision, and create a strategy that will serve as a basis for shared understanding?++++Product Management typicallydetermines the vision, but designthinking as UX can help to further clarify and refine, as well as connect the dots with overall design to meet the goals.
- How do you attack a project if you’re coming to it fresh? Jumping on the lean-go-round on the “learn” horse.What happens when you get that gnarly list of issues and an existing site? How do you work with other team members and stakeholders to get it right/sell a vision, and create a strategy that will serve as a basis for shared understanding?
- An online way for pharma buyers looking to source ingredients, services, and technology from credible sources.CPhI Online is an interesting case because it aims to solve a unique problem.
- A redesign done in 6 weeks for a convention. Primarily a backend update—speed, security, integration with events. Front end was really suffering.brief rundown of issues:Too much going on.Poor hierarchy—What should I do?Tabbed navigation (check for this in the homepage redo)
- Tight, 3 column layout with a duplicate/confusing “browse categories.” Shallow and wide search/filter and needed a better optimized setting for the search/finding task.
- Dirty data and formatting issues, so there is a massive backend challenge that’s still happening.Emphasis on sharing, and a strange microsite *we could have taken this and rearranged the hierarchy, but the reason it ended up this way was that nobody said, “wait a minute”
- This is your dataTalk to people—obviously, if you’re doing UCD, but make it less about the site/usability and try to get what their needs are (try to tease out what they really need)Surveys (on-site surveys about functionality/experience, as well as a survey that went out to target users about broader needs)
- Multiple problem statements (credibility, abandonment of product search, unclear) –this replaces (or enhances) business requirements, and we will prioritize as a team once we know more about the context…(step 2)*According to our user research, 60% of test subjects could not find the benefits of registration, one of the key actions for the site.Inthis case, how I got on this project was that we got a stack of user research docs from testing, which tested the wrong subjects, etc. and they wanted -more credibility-more signups (reduce dropoff) There were multiple problems that needed solving, so we put them in 3 main buckets
- We asked questions, talked to SME’s, and looked at data. We wanted to focus the site on what it needed to be, and no more, for v1.
- Once you have your problem statements distilled from your data (or your focus buckets)
- Controversy over “ad hoc” personas, fluffy personas.
- What is the current role of this thing in the context of everything around it? What is it supposed to do? Where is it succeeding/failing? (ecosystem, Homepage news and events deprioritized due to Google analytics,user testing—people were having a hard time with the key flows
- Competitive analysis also guides prioritization.
- Make sense of the chaos.How does this translate into our design/problem solving? How do we ration our focus?
- Taking our problems/ “focus buckets” and context into account, I ended up breaking the user journey down into 4 stages, for prioritization purposes. We built a framework that everyone was invested in.Started to scheme about how we would approach solving the problems. This doc serves as the anchor for evaluating solutions.
- We used it to analyze the current homepage vs the competition.
- Now we have the start of a solid framework to serve as a basis for designing solutions, and reviewing and testing what we make.
- Good for communicating how flows and complex interactions feel to a user. Also good for testing.
- Product page-dirty data-bubbling up important info-scannability-mobile prep
- you can carry this theme through to the end to close the loop and communicate the strategy, defending your design logic/decisions.
- we simplified the structure and categorized the flows according to our focus buckets.