4. OBSERVE/EVALUATE: USER RESEARCH
FOUNDATIONAL & TESTING &
INSPIRATIONAL VALIDATION
• Ethnography, Contextual Inquiry, • Usability Testing, Desirability Testing
Interviewing
• Identifies user experience
• Informs overall design direction considerations and guides design
and aligns teams
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5. USABILITY TESTING & VALIDATION
Structured analyses for uncovering user experience considerations.
• Applies to many stages of design lifecycle
• Informs product roadmap
• Generates actionable feedback
• Builds awareness of user-centered approach
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6. FOUNDATIONAL RESEARCH
We’ve just got to
You’re the get this thing out
designer, just the door Steve Jobs didn’t
make it look I know this We have
market pretty do research, did
good market he?
well research
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7. Copy Trends
Why Research? Design is Decision Making
Experiment, Learn and
Adjust
Intuition or Preferences
Informed by Research
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8. FOUNDATIONAL RESEARCH
“There is surely nothing quite so useless as
doing with great efficiency that which should not
be done at all.”
- Peter Drucker
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9. RESEARCH IN HEALTHCARE
Complexities and interconnectedness challenge designers.
• Layers of coordination for care, billing,
compliancy, privacy
• Best of intentions to develop an app or
product may prove ineffective when
considering entirety of experience
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10. STEP 1: WHAT QUESTION ARE YOU ANSWERING?
User Task/ Concept Business Usability
Workflow
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11. Step 2: WHAT METHOD TO USE?
http://www.useit.com/alertbox/user-research-methods.html
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14. SYNTHESIZE: JOURNEY MODELS
ICE BREAKING
ê Personas include a narrative, but
sometimes we need more detail than
a snapshot can show
ê Journey models help us write a
narrative or illustrate a visual story of
interactions and relationships
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15. BRINGING THE AUDIENCE TO LIFE
ICE BREAKING
ê It’s not just about a couple of interactions or
opportunities, it’s about the big picture, over
the course of time
ê It’s easy to get lost in data and
demographics, but don’t forget about the
“soft” elements
ê See the whole story, not just one key
glamour shot
span numerous channels.
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17. WHAT IS A JOURNEY MODEL?
ICE BREAKING
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18. WHAT IS A JOURNEY MODEL?
ICE BREAKING
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19. WHAT IS A JOURNEY MODEL?
ICE BREAKING
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20. WHAT IS A JOURNEY MODEL?
ICE BREAKING
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21. WHAT IS A JOURNEY MODEL?
ICE BREAKING
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22. WHAT IS A JOURNEY MODEL?
ICE BREAKING
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23. POTENTIAL VS. REALITY
ICE BREAKING
ê Howit could be
(happy path)
ê How
it really is
(more realistic path)
Source: Andrea Resmini & Dan Willis
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24. HOW ARE JOURNEY MODELS USED?
ICE BREAKING
ê Create
strategic vision prior to
detailed design
ê Build
consensus with stakeholders,
showing opportunities across the
ecosystem
ê Identify
key interactions to
prototype and test
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25. HOW DO YOU MAKE A JOURNEY MODEL?
ICE BREAKING
ê Identify the patients or users
ê Craft realistic scenarios
ê Develop the best template type
ê Review research & fill gaps
ê Create the journey map or model
ê Share and iterate (ongoing)
ê Don’t forget to use them!
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26. WHAT DO YOU INCLUDE IN A JOURNEY?
ICE BREAKING
ê Goals ê Perceptions
ê Timeline ê Motives
ê Emotions ê Expectations
ê Touch Points ê Audio
ê Actions ê Video
ê Opportunities
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27. TELLING THE STORY AND KEEPING THE JOURNEY ALIVE
ICE BREAKING
ê Shout from the rooftops!
ê Display prominently in work areas
ê Invite the personas and their journey
models to meetings
ê When new research is done, update the
journey model
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30. CHALLENGES…
ê Getting agreement on which concepts to refine, eliminate, and
eventually which to choose, can take a very long time.
ê Never enough time and money to fully flesh out and evaluate
every idea with users.
ê As projects progress, new requirements and constraints often
emerge.
ê Late involvement from key stakeholders can disrupt flow and
restart “What if…” thinking. aka: Swoop-n-poop
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36. WHO’S INVITED?
ê Cross functional representation
ê Include Key Stakeholders!
ê 6-20 people
ê Participants are divided into balanced teams of 3-6 people.
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38. STARTING THE ACTIVITY
ê Each group is assigned a scenario and corresponding scenario.
ê Groups may work on the same or different scenarios and personas
based on the goals and time constraints of the workshop.
ê For each scenario groups will sketch, present, critique and refine their
design ideas over the course of 3 rounds.
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43. 3 ROUNDS (CHARRETTES)
1 WHAT HAPPENS
Individuals sketch as
many ideas as they can
2 WHAT HAPPENS
Individuals sketch 1 idea
in 5-8 minutes based on
3 WHAT HAPPENS
Teams collaboratively
sketch 1 idea for 20-25
come up with in 5-8 ideas and critique shared minutes based on the
minutes. in the previous charrette. previous 2 charrettes.
WHY WHY WHY
Generate as many ideas Allow individuals to form Understand how groups
as possible without time their own conclusions on compromise and where
for over-analyzing. the strongest ideas. consensus has surfaced.
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44. CRITIQUE HELPS PARTICIPANTS TO…
ê Analyze ideas against the personas, scenarios, goals and
principles that frame the project.
ê Collectively identify which ideas are most important in creating an
effective design.
ê Avoid group-think, design-by-committee and preferential based
decision making.
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47. DESIGN STUDIO BENEFITS…
ê Good ideas can come from anywhere. With Design Studio we get
more of them.
ê It helps build a shared understanding of the problem space and
different perspectives individual team members have of it.
ê It surfaces key considerations and requirements early in the
design process.
ê It speeds up the design timeline in a project by building consensus
faster than the traditional process.
ê Builds a shared sense of ownership and collaboration in the
creation of the solution.
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49. THANK YOU
Michael Hawley
Chief Design Officer
@hawleymichael
Megan Grocki
Experience Design
Director
@megangrocki
Adam Connor
Experience Design
Director
@adamconnor
@hxdconf
