Understanding Client Dynamics for UX Designers - Girl Geeks Toronto presentation
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See my presentation to Girl Geeks Toronto at http://youtu.be/ChpwJEd5d9E The stated goal of nearly every digital project is to deliver an outstanding digital experience. We often then jump from the brief directly to UX design work. Understanding the client's state of mind going into the project can get you to an even better user experience and business outcome and a higher likelihood of repeat business. You need to find out what their objective is beyond the one that's been shared with you, who's been assigned to this project team, and how much software experience do they have? With the right questions comes potential solutions. Relate client management techniques to standard product strategy and project planning activities.
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Understanding Client Dynamics for UX Designers - Girl Geeks Toronto presentation
- 1. UNDERSTANDING CLIENT DYNAMICS GIRL GEEKS TORONTO SEPTEMBER 24, 2014 MORAG JOHNSTON © 2014 Morag Johnston | @MoragJ 1
- 2. “What the heck just happened in there?” © 2014 Morag Johnston | @MoragJ 2
- 3. WHY TALK ABOUT CLIENT AND ORGANIZATIONAL DYNAMICS? Create a great user experience Affect business outcomes Generate repeat business © 2014 Morag Johnston | @MoragJ 3
- 4. AGENDA 1. Approach 2. Project Context 3. At the Table 4. Toward a Client Persona © 2014 Morag Johnston | @MoragJ 4
- 5. CHRONOLOGY HTML coder/web designer Production Manager Information Architect / Team Manager Independent IA Business Analyst & Web Strategist Manager, Analysis & Planning Director, Digital Product Strategy & User Experience Director, UX Design Centre of Excellence Custom CMS Legal Publishing Online Training eCommerce Finance/Wealth Management Pension Administration Travel eComm Digital Rights Management Digital Media Television Telecom 1995 2014 © 2014 Morag Johnston | @MoragJ 5
- 6. APPROACH Based on 20+ years of consulting experience A no judgment zone Minimal cynicism and bitterness © 2014 Morag Johnston | @MoragJ 6
- 7. theoatmeal.com/comics/design_hell © 2014 Morag Johnston | @MoragJ 7
- 8. Dilbert.com © 2014 Morag Johnston | @MoragJ 8
- 9. http://shitclientssay.net/ http://shitclientssay.tumblr.com/ http://shitmyclientsays.tumblr.com/ © 2014 Morag Johnston | @MoragJ 9
- 10. Designers are not users. © 2014 Morag Johnston | @MoragJ 10
- 11. Designers are not clients. © 2014 Morag Johnston | @MoragJ 11
- 12. Designers are intrinsically motivated. © 2014 Morag Johnston | @MoragJ 12
- 13. “When you ask creative people how they did something, they feel a little guilty because they didn't really do it, they just saw something. It seemed obvious to them after a while.” -- Steve Jobs http://www.huffingtonpost.com/2014/03/04/creativity-habits_n_4859769.html© 2014 Morag Johnston | @MoragJ 13
- 14. Image: http://hqworld.net/gallery/data/media/20/tip_of_the_iceberg.jpg Creating the User Experience Annual project portfolio Organizational objectives Political, Economic, Social and Technology Environment The Project / Business 14 CONTEXT
- 15. Bid on contract Awarded contract Team formed Made aware of project External Project Team Internal Project Team PRIOR TO KICK-OFF Kick-off meeting © 2014 Morag Johnston | @MoragJ 15
- 16. Bid on contract Awarded contract Team formed Made aware of project External Project Team Internal Project Team Kick-off meeting © 2014 Morag Johnston | @MoragJ 16
- 17. WHY DOES THIS PROJECT EXIST? Follow the money. • Minimizing risk VS. maximizing market impact • Customer-centric VS. short term profit • Response to a competitor • Legislative requirement • Visual identity and copy refresh © 2014 Morag Johnston | @MoragJ 17
- 18. WHY WERE YOU PICKED? • Reputation • Shake things up VS. play safe • Strength of the account team • What was promised? • Did the client meet the execution team? • Proposal • What’s fixed: budget, people, timeline? • Process: do they understand or care? © 2014 Morag Johnston | @MoragJ 18
- 19. WHY THIS CLIENT TEAM? • A-Team • Right skills, availability, connections & personalities • Not the A-Team • A-Team was busy on a higher priority • Company doesn’t realize how big this is • Someone asked for more responsibility © 2014 Morag Johnston | @MoragJ 19
- 20. Image: http://www.colonialwilliamsburg.com/plan/groups/meetings-and-conferences/ AT THE TABLE © 2014 Morag Johnston | @MoragJ 20
- 21. AT THE TABLE •Listen to titles & introductions •Where do people sit? •What are they doing? •Who does most of the talking? •RACI? © 2014 Morag Johnston | @MoragJ 21
- 23. PERSONA PARAMETER GROUPING THEORY 1.Personal Investment 2.Business Contribution Ability 3.Design Contribution Ability © 2014 Morag Johnston | @MoragJ 23
- 24. CORPORATE PERSONAL OPENCLOSED OBJECTIVES VS. VULNERABILITY © 2014 Morag Johnston | @MoragJ 24
- 25. CORPORATE PERSONAL OPENCLOSED OBJECTIVES VS. VULNERABILITY Optimally productive May take credit Make them look good Do nothing in public © 2014 Morag Johnston | @MoragJ 25
- 26. Expert in their core competency Learning the ropes Digitally Savvy Learning the ropes BUSINESS VS. DIGITAL BUSINESS © 2014 Morag Johnston | @MoragJ 26
- 27. BUSINESS VS. DIGITAL BUSINESS Great business requirements Create allies, carefully Educate as best possible Why are they here? Expert in their core competency Learning the ropes Digitally Savvy Learning the ropes © 2014 Morag Johnston | @MoragJ 27
- 28. Design process experience Little to no design experience Team augmentation Completely out-sourced DESIGN EXPERIENCE VS. INVOLVEMENT Internal UX Design team © 2014 Morag Johnston | @MoragJ 28
- 29. DESIGN EXPERIENCE VS. PROJECT INVOLVEMENT Learn from their experience Design process experience Team augmentation Completely out-sourced Help them solution differently Threatened or grateful? Strong project management framework Little to no design process experience Looking for a partner Looking to learn from you © 2014 Morag Johnston | @MoragJ 29
- 30. CLIENT PERSONA RANGE GET YOUR HOPES UP GNASH YOUR TEETH Working to corporate objectives Working their own personal agenda Open to discussion Afraid of looking stupid Digital business savvy No digital experience Subject matter expert New to the business Willing to share experience No design process experience Grateful Threatened Looking for a partner Can’t think differently © 2014 Morag Johnston | @MoragJ 30
- 31. IN CONCLUSION Empathy Communication Boundaries © 2014 Morag Johnston | @MoragJ 31
- 32. THANKS GIRL GEEKS @MoragJ FOR UPDATES © 2014 Morag Johnston | @MoragJ 32
Notes de l'éditeur
- How is this project going to operationalized? Are there dependencies on other projects also on the books this year? What’s the company trying to achieve – look at the annual report
- To get to that meeting, there were a number of steps – RFIs, RFPs, - but essentially, you bid on the contract…
- There was a trigger for every step in that process. Your Sales people, Account Managers, Project Managers, Product managers will be a fount of knowledge here.
- We like to assume that our clients are interested in changing the world and doing whatever it takes to create a world class customer experience – because that’s what we promised in the proposal. I had one project where we put tons of effort in a short time frame into an app for a low use OS, whose sole purpose was to get another higher use OS to provide us with funding to develop an app for their platform. “hey – look what we’re doing for your competitor.” e.g. LG television app
- Reputation gets you on the short list only. I tried to match the vendor with my team and the internal client team. Was the client wowed by your pitch team, and now you have to come in and execute? Design Process – many won’t understand it, don’t understand the value, and worried that you’re going to spend too much time on research or navel gazing.
- If you’re not getting the A-Team – why not? These are all valid reasons. This will not become apparent until you’re into the project a bit.
- As always, be present in the moment, and observe. Titles – how do they introduce themselves? Do they “run”, “lead”, “support”, not clear? – window into corporate culture Where do people sit? If you sit beside the decision maker, you’re more likely to get them on side than if you sit across the table/in opposition. Note words. What are they doing – are they on their phone? Are they taking notes? Who does most of the talking, and how are their colleagues reacting to that person?
- Let’s get into the meat of it. NEED AT LEAST 20 minutes for the rest.
- All persona development has to start with a theory, or hypothesis. This is mine. What are they willing to do to make this a success Can they make the business that this project is contributing to a success? Design contribution – icing on the cake, really What’s needed next is observable, discoverable traits that map to these 3 groupings. clients are people too start of the project we tend to think of them as an amorphous mass with a spokesperson CLIENT PERSONAS Hypothesize defining characteristics Research – interview, survey, test Cluster analysis Create personas based on clusters and show differentiation
- Personal Investment Weigh personal versus corporate objectives. There’s always a personal component, but what’s the balance? Good things happen when someone’s compensation is tied to corporate objectives. “Closed” means that the person is afraid of looking stupid, and so doesn’t contribute as much as they could. what are their individual motivations – what are they looking to get out of this result: what is personally driving the clients who are at the table money, prestige, reputation, title, career advancement, getting home to see their family Frustrated designer Motivations: Corporate objectives versus personal objectives Vulnerability: Willing to collaborate/say what they don’t know vs. fearful of looking stupid
- Paul English – 10 years ago. Kayak.com & pinpoint travel. Trusted our team to design. As founder, he was highly incented to make things work. Incidentally, we later found out that aol was on the block, so suspected that beyond generating revenue, our project was part of a concerted effort for aoL to present itself as a more forward looking company in the marketplace Help by rephrasing Personal and open – rare in clients, and awkward Get a good rapport behind the scenes to explain, or work around. WHERE ARE YOU? Risks of perfectionism to the project, arm crossing.
- Worst case, they don’t get digital and don’t care. Found more often when you’re working in cross-platform teams, or with people whose work is affected by the digital project.
- Top right – AND you’ll learn lots from them Educate – draw from their offline realm for parallels Allies – they may be on the team because they’re the most digitally savvy person they have. win-win. Help them find a way in with their colleagues. BUT don’t ally with them at the expense of higher priority stakeholders If they’re a key member – dig. Worst case replace or work around. News radio example – knew radio but stuck on the idea that site visits had to be long to generate the ad revenue they wanted. We spent a full meeting explaining how we were going to drive multiple visits per day – like their radio station. Basis of the project was supposed to be a straight lift and drop from one CMS to another, but everyone kept trying to sneak their favourite features in there. Where are you – I interviewed people who knew UX but came into the interview saying that they were reluctant to put ads in front of users.
- Design experience: Understands design methodology – waterfall, iterative, agile, whatever, and language/experience in design process vs. not
- Learn from their experience in that corporate environment Invested in past project successes as a way to minimize risk – listen and explore Threatened – attitude will show through. Learn… Strong – NO Surprises – likely to be CRs, major changes in direction throughout the project NO Surprises. SPORTSNET EXAMPLE – push on budget, unknowable scope, little trust in our estimating abilities, start of responsive, other things going on