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BT2
Concurrent Session 
11/8/2012 10:15 AM 
 
 
 
 
 
 
 

"Creating Great User Experiences:
Tips and Techniques"
 
 
 

Presented by:
Jennifer Fraser
Macadamian
 
 
 
 
 
 
 

Brought to you by: 
 

 
 
340 Corporate Way, Suite 300, Orange Park, FL 32073 
888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
Jennifer Fraser
Macadamian

Jennifer Fraser is the director of design at Macadamian, a design and development
consultancy based in Gatineau, Quebec, Canada. In her more than fourteen years as a user
experience designer, Jennifer has designed products for many different markets—creative
professionals, large government agencies, and owners of small offices and home offices.
She has worked closely with various technology partners, such as Microsoft, HP and
Samsung, to understand their requirements and to create designs that meet their—and
their customers’—needs. In a former life, Jennifer worked as an architect, which may, or
may not, relate to her passion for designing and building cocktails.

 
2012-10-05

CREATING GREAT USER EXPERIENCES: 
TIPS AND TECHNIQUES
- JENNIFER FRASER

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1
2012-10-05

3

4

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2012-10-05

AGENDA

!  Overview and Introduction
!  Personality Types and Communication Styles
!  Tips and Techniques
!  Questions and Feedback

5

ABOUT THE SPEAKER:
Jennifer Fraser
Director of Design
Macadamian


Jennifer Fraser is the Director of Design at
Macadamian, a design and development consultancy
based in Gatineau, Quebec, Canada. In her more than
fourteen years as a User Experience Designer, Jennifer
has designed products for many different markets—
creative professionals, large government agencies, and
owners of small offices and home offices. She has
worked closely with various technology partners, such
as Microsoft, HP and Samsung, to understand their
requirements and to create designs that meet their—
and their customers’—needs. In a former life, Jennifer
worked as an architect, which may, or may not, relate
to her passion for designing and building cocktails.

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3
2012-10-05

7

Design + Development

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2012-10-05

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2012-10-05

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Ottawa
6 designers
48 developers

San Mateo
4 designers
2 developers

Cluj
0 designers
12 developers

Yerevan
1 designer
42 developers

12

6
2012-10-05

Ottawa
6 designers
48 developers

12 hour time difference
San Mateo
4 designers
2 developers

Cluj
0 designers
12 developers

Yerevan
1 designer
42 developers

13

= a challenge

(for both communication and collaboration)


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2012-10-05

Greatest challenge?
•  communication
•  collaboration
•  lack of a common language

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“Translation from art speak to technology and
back again, very different personalities.” 
(source: Macadamian Employee Survey)

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2012-10-05

PERSONALITY TYPES

MYERS BRIGGS

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2012-10-05

FOCUS & ENERGY

(source: http://mashable.com/2012/08/13/what-type-of-social-media-personality-are-you-infographic/ ) 

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TAKE IN INFORMATION

(source: http://mashable.com/2012/08/13/what-type-of-social-media-personality-are-you-infographic/ ) 

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2012-10-05

MAKE DECISIONS

(source: http://mashable.com/2012/08/13/what-type-of-social-media-personality-are-you-infographic/ ) 

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DEADLINES

(source: http://mashable.com/2012/08/13/what-type-of-social-media-personality-are-you-infographic/ ) 

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2012-10-05

MYERS BRIGGS

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ALICE & SPOCK

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MYERS BRIGGS – ALICE (ENFP)

“They are at their best in fluid situations that allow them to express their
creativity and use their charisma.” 
(source: http://en.wikipedia.org/wki/ENFP) 
25

MYERS BRIGGS – SPOCK (ISTJ)

“…they resist putting energy into things that don't make sense to them, or for
which they can't see a practical application.” 
(source: http://en.wikipedia.org/wiki/ISTJ ) 
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ALICE & SPOCK

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PERSONALITY TYPES AND WORK STYLES

•  Take in and present information in a
big picture way
•  Make decisions by stepping into
the situation and taking an
empathetic view
•  Get energy from seeing potential
in things, but their interest wanes
when the “routine” takes over, or if
a new, more interesting project
comes along
•  Determines the values for each
solution in terms of how it
contributes to the overall whole
•  Easily handles and excels in
ambiguous situations

•  Take in and present information in a
step-by-step way
•  Make decisions by stepping back
from the situation and taking an
objective view
•  Devote their energy to tasks that
they see as important to fulfilling
a goal, but resist putting energy
into those for which they can't see
a practical application
•  Meticulous in attention to details
and examine things closely to
ensure that they are correct
•  Excels at handling logical problems
in an orderly way
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2012-10-05

COMMUNICATION TIPS ALICE TO SPOCK
(ENFP TO ISTJ)

•  Design the conversation you want to have so that it happens in
a structured way.
•  Frame the conversation within the context of the project
requirements.
•  Provide backing research or data.
•  Show how the larger pieces break down into the details. 
•  Show examples of the design pattern on the target platform.
•  If pictures aren’t working, try words or a prototype.

29

COMMUNICATION TIPS SPOCK TO ALICE
(ISTJ TO ENFP)

•  Invite them to a brainstorming session to explore other design
options.
•  Frame the conversation within the context of user’s goals.
•  Include qualitative and emotive details in the conversation.
•  Show how the specific pieces relate to the overall whole. 
•  Show differing examples of the design pattern on the target
platform.
•  If words aren’t working, try showing them a prototype or invite
them to your desk to talk about it in-person.

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2012-10-05

COMMUNICATION TIPS

31

GENERAL COMMUNICATION TIPS
1. 
2. 
3. 

4. 
5. 
6. 

Explain Yourself: Explain why you did it the way you did it; demystify the process 
Ask questions: What is the issue? Are there other options? What
are the trade-offs?
Listen: After you ask your question, be quiet and listen; too often
we are too busy trying to make sure that we are heard that we
forget to listen.
Look at it from their perspective: What pressures do they
have? What options do they have?
Don’t take it personally: Criticism about the project or an idea is
not a criticism of you.
Assume best intentions: We are all working to deliver the best
product for the client.

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2012-10-05

TIPS AND TECHNIQUES

7 suggestions



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2012-10-05

1 respect



35

trust
respect

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Step away from your own pre-conceived notions.

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1 respect

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2012-10-05

2 dance to the same beat



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Project goals and requirements.

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48

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2012-10-05

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2012-10-05

Project goals and requirements.
Design goals for the project.

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Project goals and requirements.
Design goals for the project.
Who we are building the product for, and why. 

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2012-10-05

PERSONNA
Mar$n:&Aircra4&Maintenance&Technician&(AMT)&
My#job#is#to#perform#all#the#necessary#checks,#and#fix#any#
problems,#before#I#sign#off#that#the#aircra<#is#safe#to#fly.”#
Who#is#MarFn?#

CharacterisFcs#

45#years#old#
Licensed#CAT3B#
[Note:#CAT3A#refers#to#Avionics#Technician]#
10#years#of#experience#in#aircraA#maintenance#

! 

Goals#
Safety&of&the&aircra4&and&its&passengers&are&of&MOST&
importance&
•  Try&to&minimize&the&$me&the&aircra4&is&on&the&ground;&
this&means&working&with&&his&colleagues,&supervisor,&&
Maintenance&Control&and&others&to&get&the&job&done&
• 

MoFvaFons#
• 
• 

Mar$n&has&a&legal&responsibility&to&ensure&the&aircra4&
is&safe&to&fly;&this&is&his&primary&mo$va$on&
Also&feels&the&pressure&to&prevent&delays&so&the&aircra4&
can&get&back&in&the&air&(on&$me)&

‘Gun&slinger’&of&technicians;&either&firefigh$ng&
problems&or&performing&checks&so&aircra4&can&get&
back&in&the&air&as&quickly&as&possible&
ProcessEoriented;&will&always&follow&procedure&and&if&
he&doesn’t&know&the&procedure,&he&will&look&it&up&
Mar$n&uses&paper&checklist&and&make&notes&on&paper&
while&performing&maintenance&on&the&aircra4.&&
Must&be&ready&to&perform&service&checks,&turn&checks&
and&adEhoc&checks&at&any&point&during&his&shi4&

! 
! 
! 

Skills#and#Knowledge#
! 
! 
! 
! 

Very&experienced;&has&been&through&trade&program,&
and&has&a&number&of&years&of&experience&
Not&overly&comfortable&with&technology;&his&main&
tools&are&a&pen,&radio&and/or&cell&phone&
Focused&but&curious&&
ProblemEsolver&

What#is#his#context?#
! 

! 

Mar$n&goes&from&gate&to&gate,&troubleshoo$ng&
problems&or&performing&the&necessary&checks.&When&
it&is&busy,&he&has&limited&or&no&access&to&a&computer&
un$l&the&end&of&his&shi4.&&
On&a&good&day,&Mar$n&can&be&found&in&the&lounge&
with&other&technicians&playing&euchre&or&reading&the&
paper.&&

53

USAGE SCENARIOS
Mar$n:&Service#Check#(RouAne)&
I#am#hoping#for#a#rouAne#service#check;#
this#plane#needs#to#be#in#the#air#in#6#hours. #
Use#Scenario#1a#

Tasks#(conFnued)#

MarFn s# supervisor# has# assigned# him# Gates# 135.# He#
noFces# that# tail# #215# that# just# came# in# at# Gate# 2# is# due#
for#a#service#check.#Since#the#next#flight#for#this#aircraA#is#
not# for# another# 6# hours,# # he# collects# his# tools# and# gets#
ready#to#perform#a#233#hour#service#check.##

Collect#necessary#tools/papers#

Context#of#Use#
Mar$n& is& just& star$ng& his& shi4& and& checking& the& tail&
numbers&that&have&just&arrived&or&are&about&to&arrive&at&his&
assigned& gates.& He& discovers& that& tail& #215& is& due& for& a&
service& check.& Mar$n& collects& his& tools& and& necessary&
papers&and&leaves&the&Line&Maintenance&Office&to&head&to&
the&gate.&

Tasks#
Review#assignments#
! 
! 
! 

Using&his&tablet,&Mar$n&iden$fies&tail&#s&coming&in&on&
the&gates&assigned&to&him&and&reviews&the&ETAs&for&
each&
Searches&for&tail&#s&in&the&system&to&find&out&whether&
they&have&service&checks&due&
He&iden$fies&one&that&just&came&in&Ensure&he&has&his&
tablet&and/or&cell&phone&

! 
! 

Ensure&he&has&his&tablet&and/or&cell&phone&
Collects&parts&&&tools,&gets&in&his&truck&and&heads&to&
the&aircra4.&

Perform#Check#
He&heads&directly&to&the&cockpit&and&checks&the&log&
# ! 

book&for&any&new&faults&documented&by&the&pilot&
during&flight&
Using&his&tablet,&Mar$n&pulls&up&the&service&check&
job&card&for&this&aircra4&&and&begins&following&the&
electronic&checklist&and&performs&the&required&
checks/tasks&
! 
Checks&off&items&as&he&completes&them&
! 
Enters&notes&into&the&system&as&necessary&
! 
Because&a&service&check&is&fairly&extensive,&Mar$n&
con$nues&performing&the&check&for&approx.&2E3&
hours.&&
Note:#this&scenario&splits&into&two&decision&points:&a)&
rou$ne&(see&below),&and&b)&nonErou$ne&(see&next&slide)&
! 

A)#In#case#of#RouFne#Check#
! 
! 

Mar$n&completes&the&service&check&without&finding&
any&issues&or&faults.&
Reviewing&the&checklist&on&his&tablet,&he&ensures&
everything&has&been&completed&and&marks&it&as&
complete.&

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2012-10-05

1 respect
2 dance to the same beat

55

3 communicate



56

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2012-10-05

3 communicate often and early



57

3 communicate often and early



58

29
2012-10-05

Less is not more… in this case 

59

60

30
2012-10-05

Daily scrum calls.

61

Less than 15 minutes in length.

3 questions:
What did you do yesterday?
What are you doing today?
Is there anything blocking you?

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31
2012-10-05

63

64

32
2012-10-05

65

Less than 15 minutes in length.

3 questions:
What did you do yesterday?
What are you doing today?
Is there anything blocking you?

66

33
2012-10-05

67

3 communicate often and early



68

34
2012-10-05

3 communicate often and early



69

70

35
2012-10-05

Idea.

71

72

36
2012-10-05

You are going to need to change 
80% of your first idea.

73

1 respect
2 dance to the same beat
3 communicate

74

37
2012-10-05

4 think global



75

think global
…even at the expense of local 

76

38
2012-10-05

77

Ottawa
6 designers
48 developers

San Mateo
4 designers
2 developers

Cluj
0 designers
12 developers

Yerevan
1 designer
42 developers

78

39
2012-10-05

79

Ottawa
6 designers
48 developers

San Mateo
4 designers
2 developers

Cluj
0 designers
12 developers

Yerevan
1 designer
42 developers

80

40
2012-10-05

81

Ottawa 5:00pm

=

Yerevan 2:00am

82

41
2012-10-05

Ottawa 1:00am

=

Yerevan 10:00am

83

84

42
2012-10-05

1 respect
2 dance to the same beat
3 communicate
4 think global

85

5 show me yours…



86

43
2012-10-05

87

88

44
2012-10-05

Demo

Demo

Demo

89

1 respect
2 dance to the same beat
3 communicate
4 think global
5 show me yours

90

45
2012-10-05

6 sh*t happens



91

92

46
2012-10-05

Change = Bad

93

Model and sketch by: Christian Kliegel

94

47
2012-10-05

95

96

48
2012-10-05

97

98

49
2012-10-05

You are going to need to change 
80% of your first idea.

99

Things are going to change.

100

50
2012-10-05

1 respect
2 dance to the same beat
3 communicate
4 think global
5 show me yours
6 sh*t happens

101

7 lather, rinse, repeat.



102

51
2012-10-05

1 respect
2 dance to the same beat
3 communicate
4 think global
5 show me yours…
6 sh*t happens
7 lather, rinse, repeat

103

Lather, rinse, and repeat.

104

52
2012-10-05

1 respect
2 dance to the same beat
3 communicate
4 think global
5 show me yours…
6 sh*t happens
7 lather, rinse, repeat

105

Ottawa
6 designers
48 developers

San Mateo
4 designers
2 developers

Cluj
0 designers
12 developers

Yerevan
1 designer
42 developers

106

53
2012-10-05

ALICE & SPOCK

107

“…collaboration makes the whole better than the
sum of the parts.” 
(source: Macadamian Employee Survey)

108

54
2012-10-05

CONTACT ME

Questions?
Thoughts?
Feedback?

Jennifer Fraser
Director of Design
jennifer.fraser@macadamian.com

@jlfraser

109

55

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