People, not Process (for UX Poland)

Slide 1

Slide 1 text

People, not process Ian Fenn Twitter: @ifenn

Slide 2

Slide 2 text

MOST FREQUENT REASON USABILITY ISSUES GO UNFIXED. http://www.slideshare.net/cjforms/why-do-usability-problems-go-unﬁxed-13865768

Slide 3

Slide 3 text

No content

Slide 4

Slide 4 text

Communication and inﬂuence are just as important as a well-thought out prototype.

Slide 5

Slide 5 text

2012

Slide 6

Slide 6 text

“YES,” she said.

Slide 7

Slide 7 text

“C, C#, C++, and visual basic”

Slide 8

Slide 8 text

A designer solves problems within a set of constraints. Mike Monteiro

Slide 9

Slide 9 text

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

Slide 10

Slide 10 text

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

Slide 11

Slide 11 text

THE EXPECTATIONS PYRAMID Succeeding the Project Management Jungle (Doug Russell) http://www.amazon.com/Succeeding-Project-Management-Jungle-Projects/dp/0814416152/

Slide 12

Slide 12 text

๏ enthusiasm ๏ total confusion ๏ disillusionment ๏ search for the guilty ๏ punishment of the innocent ๏ reward and promotion of the non-participants THE SIX PROJECT PHASES

Slide 13

Slide 13 text

Unfortunately for us, we care

Slide 14

Slide 14 text

You got hired. Why?

Slide 15

Slide 15 text

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.

Slide 16

Slide 16 text

Be dressed for success. http://www.ﬂickr.com/photos/littlebitmanky/424680015/

Slide 17

Slide 17 text

Meeting the project sponsor

Slide 18

Slide 18 text

I keep six honest serving-men (They taught me all I knew); Their names are What and Why and When And How and Where and Who. - Rudyard Kipling in his "Just So Stories" (1902)

Slide 19

Slide 19 text

๏ 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?

Slide 20

Slide 20 text

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?

Slide 21

Slide 21 text

JIM KALBACH’S PROJECT CANVAS http://uxtogo.wordpress.com/2012/05/25/the-project-canvas-deﬁning-your-project-visually/

Slide 22

Slide 22 text

Meeting team members

Slide 23

Slide 23 text

http://bit.ly/war-developers

Slide 24

Slide 24 text

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?

Slide 25

Slide 25 text

PRODUCT MANAGERS ๏ Some are ux-focused, others are business or technical ๏ None of them will be short of an opinion ๏ Support your work with evidence where you can ๏ Share it often

Slide 26

Slide 26 text

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

Slide 27

Slide 27 text

DEVELOPERS AND DESIGNERS ๏ Involve them early on ๏ Share your work or collaborate often ๏ Understand their constraints

Slide 28

Slide 28 text

NO.

Slide 29

Slide 29 text

No content

Slide 30

Slide 30 text

Personal styles and effective performance David W. Merrill

Slide 31

Slide 31 text

Driver Analytical Expressive Amiable More More Less Less More

Slide 32

Slide 32 text

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

Slide 33

Slide 33 text

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

Slide 34

Slide 34 text

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

Slide 35

Slide 35 text

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

Slide 36

Slide 36 text

CLIFFORD NASS

Slide 37

Slide 37 text

No content

Slide 38

Slide 38 text

No content

Slide 39

Slide 39 text

PRAISE ๏ Praise others freely, frequently, and at any time, regardless of accuracy. ๏ Emphasize effort over innate abilities. The Man Who Lies to His Laptop (Clifford Nass with Corina Yen)

Slide 40

Slide 40 text

CRITICISM ๏ Criticise others with caution, keeping it brief and speciﬁc, and always with clear follow-up actions ๏ Present ways to improve and resolve the criticism, and emphasize the importance of effort for success. ๏ Afterward, give people time to respond when they are ready. The Man Who Lies to His Laptop (Clifford Nass with Corina Yen)

Slide 41

Slide 41 text

MIXING PRAISE WITH CRITICISM ๏ Broad praise ๏ Brief criticism focused on speciﬁc steps toward improvement - go deep, not broad ๏ Lengthy and detailed positive remarks The Man Who Lies to His Laptop (Clifford Nass with Corina Yen)

Slide 42

Slide 42 text

PERSUASION ๏ Your persuasiveness comes down to whether people perceive you as an expert and trustworthy ๏ Being labeled an ‘expert’ or a ‘specialist’ grant you all the persuasive power that actual experts have. ๏ Trustworthiness is generally more persuasive that expertise. ๏ Inconsistency makes you less persuasive. The Man Who Lies to His Laptop (Clifford Nass with Corina Yen)

Slide 43

Slide 43 text

Body language

Slide 44

Slide 44 text

No content

Slide 45

Slide 45 text

No content

Slide 46

Slide 46 text

MICRO MESSAGING ๏ Actively solicit opinions ๏ Connect on a personal level ๏ Constantly ask questions ๏ Attribute/credit ideas ๏ Monitor your facial expressions

Slide 47

Slide 47 text

MICRO MESSAGING ๏ Actively listen to all ๏ Draw in participation ๏ Monitor personal greetings ๏ Respond constructively to disagreements ๏ Limit interruptions Micro Messaging (Stephen Young)

Slide 48

Slide 48 text

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...”

Slide 49

Slide 49 text

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...”

Slide 50

Slide 50 text

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

Slide 51

Slide 51 text

Staying sane ๏ What am I feeling now? ๏ What am I thinking now? ๏ What am I doing at this moment? ๏ How am I breathing?

Slide 52

Slide 52 text

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/

Slide 53

Slide 53 text

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.”