people, not process (ux cambridge)

People, not processIan Fenn

Twitter : @ifenn

Thank you

Twitter : @ifennBristol Usability Group

“Are you interested in a UX ROLE?” I asked.

“YES,” she said.

“What experience do you have?”

“C, C#, C++, and visual basic”

A designer solves problems within

a set of constraints.

Mike Monteiro

A designer solves problems they often have to help identify within a set of ever-changing constraints.

Ian Fenn

A designer solves problems they often have to help identify within a set of ever-changing constraints. Without authority.

Ian Fenn

MOST FREQUENT REASON USABILITY ISSUES GO UNFIXED.

http://www.slideshare.net/cjforms/why-do-usability-problems-go-unfixed-13865768



1. Start with people, not process.

You got hired. Why?

๏ enthusiasm

๏ total confusion

๏ disillusionment

๏ search for the guilty

๏ punishment of the innocent

๏ reward and promotion of the non-participants

THE SIX PROJECT PHASES

Unfortunately for us,we care

THE EXPECTATIONS PYRAMIDSucceeding the Project Management Jungle (Doug Russell)

http://www.amazon.com/Succeeding-Project-Management-Jungle-Projects/dp/0814416152/





1. ARRIVE ARMED WITH KNOWLEDGE

๏ Read the usual suspects - Jared Spool, Jakob Nielsen, Johnny Holland, Boxes and arrows, UX magazine...

๏ Familiarize yourself with the high traffic websites that people visit - how are they shaping user behaviour?

๏ Question everything around you. Why are things the way they are?

๏ Is there a formal project brief? If so, ask for a copy in advance. Print it off. Scribble questions on it.

2. Be dressed for success.

http://www.flickr.com/photos/littlebitmanky/424680015/



3. SHOW YOUR HRT (HEART)

๏ Humility - you are not center of the universe

๏ Respect - you genuinely care about others you work with

๏ Trust - you believe others are competent and will do the right thing

Team Geek (Brian W. Fitzpatrick, Ben Collins-Sussman)http://shop.oreilly.com/product/0636920018025.do

http://shop.oreilly.com/product/0636920018025.do#tab_04

http://shop.oreilly.com/product/0636920018025.do#tab_04

http://shop.oreilly.com/product/0636920018025.do

http://shop.oreilly.com/product/0636920018025.do

4. Meet the project sponsor

I keep six honest serving-men(They taught me all I knew);Their names are What and

Why and WhenAnd How and Where and

Who.

- Rudyard Kipling in his "Just So Stories" (1902)

๏ Why are we doing this? (Business needs)

๏ What do the users need? (User needs)

๏ Where do they want it? (Environment/Device)

๏ Who is doing it? (Team)

๏ When do we have to get it done by? (Time available)

๏ How will we measure success?

THE FIVE WHYS1. “Why did the robot stop?”The circuit has overloaded, causing a fuse to blow.2. “Why is the circuit overloaded?”There was insufficient lubrication on the bearings, so they locked up.3. “Why was there insufficient lubrication on the bearings?”The oil pump on the robot is not circulating sufficient oil.4. “Why is the pump not circulating sufficient oil?”The pump intake is clogged with metal shavings.5. “Why is the intake clogged with metal shavings?”Because there is no filter on the pump.

MORE QUESTIONS

๏ What do they expect?

๏ What’s in it for them?

๏ What challenges do they face?

๏ How will they know the project has been successful?

๏ Who else should you meet?

JIM KALBACH’S PROJECT CANVAS

http://uxtogo.wordpress.com/2012/05/25/the-project-canvas-defining-your-project-visually/

5. Meet the team members

http://bit.ly/war-developers



http://alextoul.posterous.com/the-war-between-developers-designers-project



MEET TEAM MEMBERS

๏ What’s their history?

๏ How do they work?

๏ What has been useful in the past?

๏ What has annoyed them?

๏ What are their expectations?

๏ How do they like to communicate?

PRODUCT MANAGERS

๏ Some are ux-focused, others are business or technical

๏ None of them will be short of an opinion

๏ Support all of your work with evidence

๏ Share it often

PROJECT MANAGERS

๏ Treat as you would a project sponsor

๏ Be honest about timings and try to stick with them

๏ Keep them informed

๏ Ask them to coordinate feedback

DEVELOPERS AND DESIGNERS

๏ Involve them early on

๏ Share your work or collaborate often

๏ Understand their constraints

Smashing UX Design

Jesmond Allen and James Chudley

THE RELATIONSHIP PRINCIPLES

๏ Integration - breaking down walls

๏ Communication - ask the stupid questions, paraphrase and confirm, validate terms

๏ Flexibility - adapt techniques, your design

๏ Transparency - share your process

๏ Respect - Partners are naturally creative, resourceful & whole

Is it this simple?

Now... a personal assessment!

A PERSONAL ASSESSMENT - 1.

Please write down A or B, then C or D.

a. More likely to lean back when stating opinionsb. More likely to be erect or lean forward when stating opinions

c. Less use of hands when talkingd. More use of hands when talking

Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)



a. Demonstrates less energyb. Demonstrates more energy

c. More controlled body movementd. More flowing body movement




a. Less forceful gesturesb. More forceful gestures

c. Less facial expressivenessd. More facial expressiveness


A PERSONAL ASSESSMENT - 4.Please write down A or B, then C or D.

a. Softer voiceb. Louder voice

c. Appears more seriousd. Appears more fun-loving



a. More likely to ask questionsb. More likely to make statements

c. Less inflection in voiced. More inflection in voice



a. Less apt to exert pressure for actionb. More apt to exert pressure for action

c. Less apt to show feelingsd. More apt to show feelings




a. More tentative when expressing opinionsb. Less tentative when expressing opinions

c. More task-orientated conversationsd. More people-orientated conversations




a. Slower to resolve problem situationsb. Quicker to resolve problem situations

c. More orientated toward fact and logicd. More orientated toward feelings and opinions




a. Slower-pacedb. Faster-paced

c. Less likely to use small talk or tell anecdotesd. More likely to use small talk or tell anecdotes


A PERSONAL ASSESSMENT

Please individually total the number of A’s you wrote down, the number of B’s, the number of C’s... well, you get the idea...


Personal styles and effective performance

David W. Merrill

DriverAnalytical

ExpressiveAmiable

More

More

Less

Less More

AH, THE ASSESSMENT

Which out of A or B has the higher count?

a: less assertiveb: more assertive

Which out of C or D has the higher count?

c: less responsived: more responsive


AH, THE QUESTIONNAIREHOW DO YOU THINK OTHERS PERCEIVE YOU?


๏ less assertive (a) and less responsive (c): analytical

๏ more assertive (b) and less responsive (c): driver

๏ less assertive (a) and more responsive (d): amiable

๏ more assertive (b) and more responsive (d): expressive

DRIVER(FAST, INTENSE, FORMAL, RISK-TAKER, LIKES TO BE IN CHARGE)

๏ Focus on the present

๏ Get to the bottom line

๏ Speak in terms of short-term concrete results

๏ Give them options

๏ Don’t get too personal

๏ Don’t get into a control contest

๏ However, don’t back down if you believe you are right

http://www.softed.com/resources/Docs/SSW0.4.pdf



EXPRESSIVE(ANIMATED, IMPATIENT, CREATIVE, FOCUS OF ATTENTION, FUNNY, BACK-SLAPPER)

๏ Focus on the future and the big picture

๏ Illustrate concepts with stories

๏ Seek their ideas, input

๏ Show personal interest and involvement

๏ Stimulate their creative impulse

๏ Compliment them

๏ Don’t dwell on details

๏ Don’t be too serious

๏ Don’t talk down to them




AMIABLE(SLOW, EASY-GOING, QUIET, FRIENDLY AND INVITING, FORGIVING)

๏ Be flexible

๏ Be easy and informal

๏ Be personal and personable

๏ Emphasize a team approach

๏ Don’t push for too much detail

๏ Don’t hurry them

๏ Don’t confront them

๏ Don’t attack

๏ Don’t be dictatorial or autocratic




ANALYTICAL(SLOW, QUIET THOUGHTFUL, PREFERS TO BE ON THEIR OWN)

๏ Focus on past, present and future

๏ Talk facts

๏ Focus on detail and accuracy

๏ Be logical, well-organized, and serious

๏ Tell them exactly what you will do and when

๏ Don’t rush things

๏ Don’t be too personal

๏ Don’t be overly casual




Dealing with Difficult People

Dr. Rick Brinkman and Dr. Rick Kirschner

Dealing with people you can’t standDr. Rick Brinkman and Dr. Rick

Kirschner

Task focus

Relationship focus

Passive Aggressive

Task focus

Relationship focus

Passive Aggressive

TankWhiner

Think they know it allYes person

Task focus

Relationship focus

Passive Aggressive

Get it doneGet it right

Get appreciatedGet along

CULTURAL ISSUES: UK๏ Beware the USA sitcom stereotype

๏ Humor is regarded as one of the most effective weapons in a British citizen’s arsenal

๏ Brits will agree where possible, but qualify their agreement

๏ When you wish to criticize, disagree or even praise, do it obliquely (using understatement or coded speech)

When Cultures Collide: Leading across cultures (Richard D. Lewis)



CULTURAL ISSUES: USA

๏ Americans are blunt, forthright and direct

๏ They’ll have difficulty if you don’t ‘put your cards on the table’

๏ Negotiating is considered to be give and take

๏ They feel they’re the best - so their norms are assumed to be the only correct ones




CULTURAL ISSUES: FRANCE

๏ Logic will dominate their arguments and lead to an extensive analysis of all matters

๏ Opinionated, they nonetheless play their cards close to their chest and build up to them

๏ They can be suspicious of early friendliness

๏ They may defer decisions away from a meeting




CULTURAL ISSUES: JAPAN

๏ Face must not be lost and politeness must be maintained at all times

๏ Their reluctance to say no is well-known

๏ Decisions will eventually be made by consensus

๏ They are cautious, skilled in stalling tactics and won’t be rushed




CULTURAL ISSUES: CHINA

๏ Politeness is observed at all times. Confrontation and loss of face (for both parties) must be avoided

๏ Meetings are principally for information gathering - the real decisions will be made elsewhere

๏ A collective spirit prevails - nobody says ‘I’, only ‘We’.

๏ They will work step by step in an unhurried mannerWhen Cultures Collide: Leading across cultures (Richard D. Lewis)



CULTURAL ISSUES: INDIA

๏ Indians emanate and expect warmth and respect

๏ Do not risk joking with them

๏ Be flexible

๏ Accept chaos and ambiguity




USEFUL PHRASES๏ ...... (Silence: Beg for forgiveness, not for permission.)

๏ “Do you mind me asking - are you looking for solutions or do you just want to get things off your chest?”

๏ “Which of the solutions you mentioned would you choose?”

๏ “If we were going to meet the delivery date, how could we make that happen?”

๏ “How could we find out...”

EVEN MORE USEFUL PHRASES

๏ “What we might do is...”

๏ “We could do...”

๏ “Would you...”

๏ “I appreciate it when you...”

๏ “I agree with some of what you’re saying, but here’s what I would like to see changed...”

Staying sane

๏ What am I feeling now?

๏ What am I thinking now?

๏ What am I doing at this moment?

๏ How am I breathing?

http://sarahmillican.blogspot.com/2012/08/the-11-o-clock-rule.html

Millican’s Law“This is Millican's Law. If you have a hard gig, quiet, a death, a struggle, whatever, you can only be mad and frustrated and gutted until 11am the next day. Then you must draw a line under it and forget about it. As going into the next gig thinking you are shit will mean you will die.”

“Equally, if you nail it, slam it, destroy it, whatever, you can only be smug about it until 11am the next day (in the past, I have set an alarm so I could get up and gloat for an extra half hour) as if you go into the next gig thinking you are God's gift to comedy, you will die. That is Millican's Law and it totally works. It means you move on quickly.”



Well done. Now you can think about

process

One more thing...

Last november I received an email...

9.05 – you're greeted in the lobby by a unicorn - yes, a unicorn - trotting

around for a promotional photo shoot. It's just another day at the office.

9.10 – grab an espresso in the cafe; in the queue have a chat with a fellow lead about line management. You've recently changed the format of your bi-weekly meetings to a more casual

lunch and it's working brilliantly.

9.20 – your main client is running an Agile process; in your scrum you give

a snapshot of what you and your team of 4 are up to.

9.30 – run a workshop with key stakeholders, the creative and tech teams (we like to blend) to scamp 2

routes for an improved purchase process. Our lead strategist kicks the workshop off with research insights.

11.00 – host a `Big Mama' (our bi-weekly team knowledge share). Today's topic: insights from your recent trip to Adaptive Path's UX

Intensive.

12.00 – attend another workshop, this time for your other client, hosted by

the Creative Director on the account. The objective: sketch a few user

journeys to show how content can be shared across a campaign site,

mobile and tablet devices.

1.30 – pick up a few lunch buddies for a walk through the local area and a

sandwich from a nearby cafe.

2.30 – attend a user testing session in our in-house lab.

3.45 – meet with your team to go through the detail of new wireframes in Axure. Run the wireframes through

the personas and stress-test them with experience principles.

5.15 – get debriefed on a pitch you'll be helping out with next week. The prospect: a high fashion brand who

want to re-energise their online presence.

6.15 – wind down with a game of table tennis and a beer in the

company bar.

Notice anything missing?

2. Make time to think

A technique for Producing ideas

James Webb Young

A TECHNIQUE FOR PRODUCING IDEAS

๏ An idea is nothing more nor less than a new combination of old elements

๏ The capacity to bring old elements into new combinations depends largely on the ability to see relationships


๏ First, gather raw materials - both the materials of your immediate problem and the materials from your rich store of general knowledge.

๏ Second, work over those materials in your mind and try to identify patterns.


๏ Third, go for a walk in the park. This is the incubating stage, where you let something beside the conscious mind do the work of synthesis.

๏ Fourth, an idea will be born, often when you least expect it.

๏ Fifth, shape and develop an idea to practical usefulness.

A final word...

First Rule of Consulting: No matter how much you try, you can’t stop people from sticking beans up their nose.

Jared Spool - http://www.uie.com/brainsparks/

Good luck... ...and thank you.

Twitter : @ifenn

people, not process (ux cambridge)

Design

dorothy grover

robert bolton

designer solves

exert pressure

small talk

jared spool

rick brinkman

personal assessment