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UX14 - Building a Strategic UX Team (Sarah Bloomer)

uxindia
October 09, 2014

UX14 - Building a Strategic UX Team (Sarah Bloomer)

Assessing the strategic impact of a UX team isn’t a one size fits all. Your strategy needs to be determined by several factors including culture, UX maturity and your business. Culture, for example, heavily influences your potential impact. Are you engineering, marketing or design centric? Which business you are in will drive how to build internal influence, and UX maturity. Are you a software company, where UX impacts the end product, or an enterprise in which you’re building software to run your business? Are you designing applications or websites? Are you a team of one, or a team of many? Are you co-located or distributed?

This workshop is for UX team managers or UXers building a UX practice. We’ll explore the challenges different teams face by looking at these factors, the role of a UX capability maturity model and talk about the different approaches taken by existing teams. We’ll spend most of our time in discussion with short breakout activities. You’ll leave with a sense of how to assess your team together with tactics for achieving your goals.

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October 09, 2014
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  1. BUILDING A STRATEGIC
    UX TEAM
    Insights from effective UX teams
    Sarah Bloomer
    UX India | 9 October 2014
    SarahBloomer & Co | UXIndia 2014 1

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  2. Our goals for today
    Part 1- Assessing your Team
    • Your issues
    Part 2 – Your world
    • Company culture
    • Business goals
    Part 3 – High performing teams
    • Team models
    • The attributes of high performing team
    Part 4 – UX leadership
    • Leading vs managing
    SarahBloomer & Co | UXIndia 2014 2

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  3. Who is Sarah?
    SarahBloomer & Co | UXIndia 2014
    • Usability Engineering
    • User Centered Design
    • User Experience Designer
    • UX Director
    • Coach & Mentor
    • Mom
    3

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  4. Who are you?
    Stand up if:
    • You are a UX team manager
    • You are a UX team of one
    • Your team is brand new (less than a year old)
    • Your team is more than a year old
    • Your team is global and spread across different
    countries
    SarahBloomer & Co | UXIndia 2014 4

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  5. First let’s define organizations…
    SarahBloomer & Co | UXIndia 2014
    Software
    Enterprise
    Creative Agency
    The software is the business
    Software to support the business
    Website or webapps to deliver services
    Work with software companies and
    enterprises to help them design user
    experiences
    5

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  6. What you’re creating
    • Commercial software
    • GUI
    • Web app
    • Internal software
    • GUI
    • Web apps
    • Enterprise apps
    • Websites
    • eCommerce
    • Marketing
    • Informational
    SarahBloomer & Co | UXIndia 2014
    Single platform
    Multi-platform
    6

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  7. What is your biggest team
    challenge today?
    SarahBloomer & Co | UXIndia 2014
    Discuss with your table:
    • Write down the top challenge you are trying to solve
    Tell your table:
    • Your company
    • The type of organisation:
    Software, Enterprise or Agency/Consulting
    • Your team size
    • How long your team has been set up
    Do you have a shared challenge or are they all
    different?
    7

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  8. The Big Stumbling Blocks
    • Wrong focus—no alignment to business goals
    • Team lacks direction or cohesion
    • Lack of communication
    • No champion or stakeholder support
    • Being unaware of your corporate culture
    SarahBloomer & Co | UXIndia 2014
    UX teams and UX strategies fail when….
    8

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  9. Your team lives in a bigger world
    SarahBloomer & Co | UXIndia 2014
    People
    Methods
    Location
    Vision
    Your UX Team Your world
    Culture
    UX Maturity
    Interaction
    9

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  10. What is a UX Strategy?
    SarahBloomer & Co | UXIndia 2014
    UX Team Acceptance
    Product Vision
    Integrated CX strategy
    Business Goals Brand Strategy Market Share
    10
    There are many different types of UX strategies

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  11. What makes a UX team “Strategic”?
    11
    IMPACT
    EFFORT
    SarahBloomer & Co | UXIndia 2014

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  12. Five tactics for teams big and small
    Communicate
    Share, knowledge share, integrate
    Educate
    Enable others
    Adapt
    Change, try it out, improve
    Leverage
    Find allies and opportunities
    Facilitate
    Help others, integrate
    SarahBloomer & Co | UXIndia 2014 12

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  13. YOUR WORLD
    How corporate culture impacts UX
    SarahBloomer & Co | UXIndia 2014
    13

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  14. Each situation is unique
    SarahBloomer & Co | UXIndia 2014
    Business goals / drivers
    Product(s)
    & Team
    Process
    What How
    Who When
    and
    and
    Constraints
    Company culture
    The sum of the parts will help
    determine the best approach
    14

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  15. Start with your company culture
    "the specific collection of values and norms that are shared
    by people and groups in an organization and that control
    the way they interact with each other and with stakeholders
    outside the organization."
    SarahBloomer & Co | UXIndia 2014
    Charles W. L. Hill, and Gareth R. Jones,
    Strategic Management. Houghton Mifflin 2001.
    • Myths
    • Values
    • Barriers
    • Opportunities
    15
    Culture drives the values and norms
    that drive actions
    K. Goodwin: Leading UX
    UX London, April 2011

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  16. Identify barriers and opportunities
    A barrier may prevent or undermine the adoption of UX
    • UX is new to the organization
    • No skilled people
    • Design research is under valued
    An opportunity may help with acceptance of user
    experience activities
    • New senior manager with previous UX experience
    • Initiative to reduce the calls to technical support
    • Developers don’t have time to design and code
    SarahBloomer & Co | UXIndia 2014 16

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  17. Identify myths and values
    A myth is a belief held by your stakeholders
    • UI design is subjective and cannot be measured or engineered
    • If we design for ourselves, it’ll be fine
    A value is a belief that defines the culture through actions
    • Developers are rewarded for rescuing failing projects
    • Pleasing senior management is good regardless of solution
    • We’re a consensus driven organization—everyone gets a say in the
    design
    SarahBloomer & Co | UXIndia 2014 17

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  18. Discussion
    Small groups:
    • Pick one barrier and one opportunity at your company
    from the list presented
    • Tally the similar barriers and opportunities
    • Discuss them with each other: why?
    Together:
    • What are the shared experiences?
    SarahBloomer & Co | UXIndia 2014 18

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  19. Barriers
    • UX is new to the organisation
    • Not enough UX resources
    • Difficult to hire skilled UX people
    • Not enough time to do research or evaluation
    • Product management “owns” the user interface design
    • Big egos / lots of politics
    • Limited access to users
    • Lack of trust between Development and Product
    Management
    • Short sprints cause Development to change design to
    meet deadlines
    • Design research is under valued
    • [your own]
    SarahBloomer & Co | UXIndia 2014 19

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  20. Opportunities
    • Well accepted user experience team
    • Senior management willing to ‘champion’ usability
    • Other staff are interested in user experience
    (eg QA, tech writers)
    • Starting a new product
    • A company reorganization
    • New funding for more resources
    • A huge product failure
    • Initiative to reduce the calls to technical support
    • Developers don’t have time to design and code
    • [ your own ]
    SarahBloomer & Co | UXIndia 2014 20

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  21. Another angle on culture
    Design centric
    Engineering centric
    SarahBloomer & Co | UXIndia 2014
    Paul Sherman. Changing Processes and Cultures. Nov ‘07
    Creative approach to design
    Tend to design for designers—visually oriented
    Technology driven
    Have always owned the user interface
    Believe they know their customers
    Features over usability or user experience
    Sales &
    Marketing centric
    Find ways to collaborate that match
    the values of the culture
    21

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  22. Increase acceptance by meeting half way
    • Engineers like:
    • Rules, standards and patterns
    • Deadlines
    • Designers like:
    • Wireframes with latitude to do their own thing
    • Opportunities to be innovative
    • Sales & Marketing like:
    • Feature lists
    • Research
    SarahBloomer & Co | UXIndia 2014 22

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  23. Analyzing the culture
    SarahBloomer & Co | UXIndia 2014
    Engineering/ Development:
    Process:
    Design decisions:
    Performance:
    User Experience:
    Formal or informal?
    Requirements driven? Technology driven?
    Deadline/budget driven?
    Creates nice pictures? Critical to success?
    Communication:
    User research and feedback
    UX Vision
    Yes or no? Coordinated or fragmented?
    Shared and understood or not?
    Product Definition:
    Ownership:
    Design decisions:
    Product managers? Marketing?
    Engineering? User Experience Team?
    Feature driven? Competitor driven?
    23

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  24. Be strategic by understanding culture
    Barrier:
    Small UX team
    Design research is under valued
    Myth:
    If we design for ourselves,
    it’ll work fine
    Value:
    We have to adopt Agile because
    everyone else is
    Communicate:
    Start small design research activities
    focusing on strategic design issues
    Educate:
    Demonstrations of effective designs
    Usability testing
    Facilitate:
    Bring groups together, don’t work in
    isolation
    Provide tools and resources
    Leverage:
    Collect user experience data from
    customer facing groups
    Adapt:
    Embed yourself with key scrum teams
    Opportunity:
    Adopting a new approach
    SarahBloomer & Co | UXIndia 2014 24

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  25. UX STRATEGY
    Move into a position of influence
    SarahBloomer & Co | UXIndia 2014 25

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  26. What is a UX Strategy?
    SarahBloomer & Co | UXIndia 2014
    UX Team Acceptance
    Product Vision
    Integrated CX strategy
    Business Goals Brand Strategy Market Share
    26

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  27. 3 tips for creating a UX strategy
    SarahBloomer & Co | UXIndia 2014 27
    1. Align your strategy with
    business goals
    2. Track your impact
    3. Communicate
    Be clear about what is driving your UX strategy
    Identify business goals you can impact
    Build your activities and UX goals to support
    the business goals
    Create UX or Design Goals as a framework
    Determine success metrics
    NPS or Forrester’s CXi
    Talk up the attributes of your vision
    Create comics or storyboards
    Present your designs or concepts

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  28. What are business goals?
    A goal should be
    • Action oriented
    • Completed within a target time frame
    • Specific and well defined
    • Achievable yet challenging.
    SarahBloomer & Co | UXIndia 2014
    Business goals reflect the strategy of an organisation (how),
    how to accomplish the mission (what).
    28

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  29. Corporate
    vision and goals
    SarahBloomer & Co | UXIndia 2014
    Samsung Electronics
    Vision 2020
    http://www.samsung.com/sg/aboutsamsung/
    samsungelectronics/vision2020.html
    29

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  30. Discussion
    Small groups or pairs:
    • Review your one barrier and one opportunity
    • Review your biggest challenge
    • Write down one business goal from your company (that
    you are allowed to share) or make one up
    • How can UX help achieve the business goal?
    • Will the barrier or opportunity may impact your team’s
    ability to support the goal?
    • Will your challenge be a barrier to helping achieve the
    business goal?
    SarahBloomer & Co | UXIndia 2014 30

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  31. Be aware of other forces
    Goals
    SarahBloomer & Co | UXIndia 2014
    Location
    Approach
    People
    31
    Company culture
    Business goals
    UX maturity

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  32. UX strategy drivers
    SarahBloomer & Co | UXIndia 2014
    What are you trying to achieve through your UX strategy?
    Influence how
    we do things
    Change
    the culture
    Improve a
    product or service
    Improve development
    efficiency
    Get people to think
    differently
    Better product design
    What are yours?
    32

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  33. A strategy looks to the future
    SarahBloomer & Co | UXIndia 2014
    An experience strategy:
    1. Anticipates and accounts for future form factors, technology
    platforms, and user expectations
    2. Promotes a perspective on the character of uniquely GE product
    experiences
    3. Uses values and principles as guides to design and development.
    Case study:
    GE wanted to drive revenue and growth through user
    experience practices
    • UX Framework
    • UX Process
    • UX Principles (tied to brand promise)
    GE UX Center of Excellence
    http://archive.mxconference.com/2012/videos/building-ux-and-
    design-culture-at-ge/
    http://www.slideshare.net/UXSTRAT/ux-strat-2013-susan-rice
    33

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  34. What is a UX Design Goal?
    A UX Goal describes the experience you aim to deliver,
    using adjectives you’d like to hear when others review or
    describe your product. They define the goals of your
    product and drive design decisions. A design goal:
    1. Helps distinguish your product from your competitors. (Jared Spool)
    2. Is aligned with your unique value proposition and brand experience
    3. Guides design decisions
    4. Can be applied to multiple products to create a common, shared
    experience.
    5. Is broad enough to be defined more narrowly, eg what is “speedy”
    on a desktop app vs a mobile app?
    6. Is the way you want your customers to describe their experience
    SarahBloomer & Co | UXIndia 2014 34
    Align

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  35. Create UX Design Goals
    SarahBloomer & Co | UXIndia 2014
    Kronos
    Innovative
    Our products are modern and unique in both visual appearance and
    behavior. We lead the industry in leveraging the latest advances in
    technology.
    Easy to learn
    Like your favorite consumer products, minimal training is needed to get
    started.
    Fast & Responsive
    Speed matters. We balance ease-of-use with powerful features that
    optimize task completion with minimal time and clicks.
    Engaging & Playful
    Solve complex problems with enjoyable interactions that are an extension
    of customers’ everyday experiences.
    Smart & Powerful
    Make better decisions. Our products harness the power of technology and
    industry experience to deliver insights when and how a user needs them.
    35
    Align
    Kronos Workforce Management

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  36. Derive UX goals from business goals
    SarahBloomer & Co | UXIndia 2014
    Experience Goal Issues Business
    Objectives
    UX
    Requirements
    Success
    Metrics
    Customer is confident
    that TN will streamline
    their training
    management
    • Users report that they
    often enter the same
    prospect multiple
    times, so they are
    called repeatedly.
    • Sales isn’t aware
    when a course is
    close to full
    • Courses
    underperform when
    registrants drop out
    late
    • Administrative staff
    are often interrupted
    and lose their work
    • Enable sales to sell
    the product based on
    productivity gains
    • Increase the number
    of customer reference
    sites
    • Reduce customer
    support calls
    • Improve admin staff
    efficiency
    • Enable
    information to be
    viewed in different
    ways in multiple
    locations in the
    organization
    • Create reports for
    management
    which reflect
    improvements
    • Create a top notch
    customer
    database
    • Customer contact
    logs are shared by
    all users
    • Implement
    persistent save
    • 10% reduced
    customer
    support calls
    • Increase time to
    proficiency from
    2 months to 2
    weeks
    • 20% increase in
    customer
    satisfaction
    Company: TrainingNOW
    36
    Align

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  37. 7 Evaluation Guidelines
    SarahBloomer & Co | UXIndia 2014
    User Objectives and Actions
    Layout & Visual Treatment
    Orientation
    Language & Terminology
    Feedback
    Forgiveness
    Navigation
    At Kronos,we aligned UX goals with
    design principles and taught product
    management how to critique against
    the goals.
    37
    Kronos Workforce Management
    Communicate

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  38. Track effort vs impact
    SarahBloomer & Co | UXIndia 2014
    IMPACT
    EFFORT
    38
    Track

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  39. Establish specific metrics
    SarahBloomer & Co | UXIndia 2014
    Measure Benchmark Timing Ownership
    Productivity
    improvement
    Reduce task time
    by 20%.
    Track and time
    current process
    (usability and
    end-users)
    1.Usability test
    during dev
    2.6 months
    after launch
    Product
    Owners
    UX Team
    Customer
    satisfaction
    Reduce customer
    complaints by
    10%
    Capture current
    survey results
    Monthly for 6
    months
    Customer
    Service
    Sales Increase sales by
    10%
    Capture current
    statistics for
    past year
    Every month
    for a year
    Sales
    Some companies like metrics, some don’t. For those who do, choose
    your metrics carefully.
    Don’t be afraid to go for non-measurable goals:
    “our customers report that it’s helped their work.”
    39
    Track

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  40. Talk it up all the time
    SarahBloomer & Co | UXIndia 2014
    Reduce your vision to 5 attributes
    that fit on one hand
    Modular for
    quick updates
    Supports multiple
    roles
    Easy to
    learn UI
    Enables
    collaboration
    Seamlessly
    integrated with
    other systems
    Describe the attributes
    during meetings and
    elevator conversations
    40
    Communicate

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  41. Show the UX vision
    SarahBloomer & Co | UXIndia 2014
    • User narratives, tell stories
    • Conceptual prototypes
    • Comics and Storyboards
    • Kevin Cheng at kevnull.com
    • Davy Hoornaert on Printrest
    • Video
    • Knowledge Navigator (1987)
    • Mozilla Labs & Adaptive Path Aurora
    • Microsoft Silverlight Productivity Future Vision
    Knowledge Navigator: www.youtube.com/watch?v=HGYFEI6uLy0
    Aurora: www.vimeo.com/1347289
    Microsoft www.officelabs.com/Pages/Default.aspx
    Microsoft's Future Vision : Live, Work, Play 2013
    41
    Communicate

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  42. Building influence is change
    Skepticism
    Curiosity
    Acceptance
    Partnership
    When you introduce a new
    approach, you’re asking
    your company to change
    Enrlich & Rohn, 1994
    User interface design and evaluation, Stone, Jarrett, Woodroffe & Minocha 2005
    www.useit.com/alertbox/process_maturity.html
    SarahBloomer & Co | UXIndia 2014 42

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  43. YOUR UX TEAM
    Fit your team into your culture
    SarahBloomer & Co | UXIndia 2014
    43

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  44. The UX Team ingredients
    Goals
    SarahBloomer & Co | UXIndia 2014
    Company
    Location
    Approach
    People
    44

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  45. People: What roles do you need?
    SarahBloomer & Co | UXIndia 2014
    Interaction Designer
    Information Architect
    Front End Developer
    Usability Researcher
    Writer Content Strategist
    Front End Developer
    Visual designer
    Application design: Website design:
    Interaction Designer
    Visual designer
    Usability Researcher
    Writer
    Business Analyst
    45

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  46. UX today
    SarahBloomer & Co | UXIndia 2014
    Interaction design:
    Navigation
    Layout
    Controls
    Style and tone:
    Visual treatment
    Language
    Interaction design
    Information architecture
    Development
    Visual design
    Writing/Editorial
    Deep customer knowledge:
    Ongoing research
    and feedback
    Evaluation
    User research
    Experience analysis
    Usability testing
    Analytics
    Technology:
    Opportunities/constraints
    Trends
    Technology
    Responsive design, social, mobile etc.
    46

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  47. Emerging roles
    • Product Steward Tim McCoy
    • Represent user needs and goals
    • Manage product vision, framework
    • Provide creative direction
    • Collaborate with team
    • UX Architect
    • Works across program within a product/multiple products
    • Reviewing designer
    • Drive vision & strategy
    • Lead special projects
    • Typically found in large UX teams:
    2 on a team of 30 designers plus 10 writers
    SarahBloomer & Co | UXIndia 2014
    Slideshare: Lean UX Product
    Stewardship and Integrated Teams
    47

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  48. Make sure the team fits into the culture
    Create roles your culture will accept right away
    • Engineering: evaluation and needs analysis
    • Design: information architecture and evaluation
    • Sales & Marketing: research (by stealth) and evaluation
    Recognize myths and values, change from within
    Build allies and demonstrate complementary skills.
    • Engineering: collaborate in UI design
    • Design: clear hand-off from wireframes to visual design
    • Sales & Marketing: share customer research; prioritize feature lists.
    Invite to usability testing sessions
    SarahBloomer & Co | UXIndia 2014 48

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  49. TEAM MODELS
    Find a good match
    SarahBloomer & Co | UXIndia 2014
    49

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  50. Where should your team live?
    SarahBloomer & Co | UXIndia 2014
    Software
    Enterprise
    Creative Agency
    Product Development 30%
    Product Management 40%
    IT Department 40%
    Product Management 28%
    N/A
    To be strategic: Locate your team where product
    decisions are made
    Bloomer: Effective UX Teams 2013
    50

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  51. UX team models
    SarahBloomer & Co | UXIndia 2014
    Centralised
    De-centralised
    Hybrid
    Advanced
    Typical
    Range of skills
    applied as needed
    Center of
    Excellence
    Generalists assigned
    to specific product
    teams
    Communities of
    practice
    Specific activities
    centralised, others
    team based
    Teams of specialists
    and generalists
    51

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  52. Models to structure your team
    SarahBloomer & Co | UXIndia 2014
    Project
    Project
    Project
    Project
    Centralised
    All projects go through the same team
    Software companies
    Consulting companies
    Pros:
    Consistent approach
    Cons:
    Projects require different
    levels of effort
    52

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  53. Models to structure your team
    SarahBloomer & Co | UXIndia 2014
    Decentralised
    Project
    Project
    Project
    Project
    UX practitioners work individually
    UX manager
    Software companies
    Pros:
    UX knows their product well;
    works in Agile
    Cons:
    Lack of communication across
    products causes variable UX
    53

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  54. UX practise models
    SarahBloomer & Co | UXIndia 2014
    Project
    UX manager
    Hybrid Specialist activities are centralised (eg. usability testing)
    Enterprises (non-software)
    Design Agencies
    UX research
    UX testing
    54

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  55. UX practise models
    SarahBloomer & Co | UXIndia 2014
    Project
    UX manager
    Hybrid Specialist activities are centralised and shared
    Enterprises (non-software)
    Design Agencies
    Writing/Editorial
    UI Development
    Visual Design
    Customer research
    UX product strategy
    Project
    Project
    For example:
    Personas, Journey maps
    Shared components
    Research results
    55

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  56. UX practise models
    SarahBloomer & Co | UXIndia 2014
    Project
    Guild model
    Project Project
    UX manager
    Project Project
    QA
    2 Engineers
    Product Owner
    UX manager
    Work individually
    UX meets together weekly for one full day
    Software companies
    56

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  57. Communities of practice
    SarahBloomer & Co | UXIndia 2014
    Communities of practice are groups of people who share a
    concern or a passion for something they do and learn how to
    do it better as they interact regularly. (Etienne Wenger 2007)
    Community: engage in joint activities, help each other, share information
    Practise: shared stories and experiences, shared tools.
    57

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  58. Build internal communities of practice
    SarahBloomer & Co | UXIndia 2014
    Build relationships within your organization through Communities of Practice.
    Promote cross-functional collaboration. Cross-functional teams drive ongoing
    research, design and evaluation.
    Customer research
    Customer facing experience
    Product Strategy
    Branding
    Marketing
    UX Team
    Product Strategy
    Personas
    Field studies
    Analytics
    Sales
    Stores
    Customer service
    Tech support
    Training
    Personas
    Stories
    Customer feedback
    Voice of the Customer
    Sales
    Marketing
    UX Team
    Tech Support
    Product Development
    Usability test results
    Tech support issues
    Release plans
    58

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  59. Focus your UX design efforts
    SarahBloomer & Co | UXIndia 2014
    Priority projects:
    UX team works directly on
    product team
    2nd tier projects:
    UX team facilitates the product
    team’s work
    Provide UI standards and
    resources for self-serve
    3rd tier projects:
    Educate and facilitate:
    Share the outcomes of priority
    projects
    Project
    Project
    Project
    Project
    Project
    59

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  60. HIGH PERFORMING UX
    How to create a team that works well together
    SarahBloomer & Co | UXIndia 2014
    60

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  61. The attributes of high performing teams
    • Good listeners
    • Listen to other points of view
    • Able to relate to other people
    • Strong communicators
    • Make shared decisions
    • Collaborative and relational
    • Continuously learning
    • Each project teaches something new
    • Build collective intelligence
    • Reflect on what works and doesn’t work.
    • Teams should be launched and relaunched
    • Agree on goals, challenges, roles and engagement (charter)
    SarahBloomer & Co | UXIndia 2014
    Amy Edmondson.
    www.athenahealth.com/leadership-
    forum/_doc/Teamwork_On_The_Fly.pdf
    Daniel Pink. Drive. Book or watch this:
    www.youtube.com/watch?v=u6XAPnuFjJc
    61

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  62. Skill Development
    Soft skills
    Shared knowledge
    Product consistency
    UXers must work within many teams
    SarahBloomer & Co | UXIndia 2014
    User Experience Group Product Team
    Expertise subgroup:
    eg. user research, testing,
    interaction design
    Applied skills
    Hard & Soft skills
    Communication
    Process (eg Agile)
    Applied skills
    Hard & Soft skills
    Communication
    Shared knowledge
    UX practitioners must excel at working with long term and
    short term teams
    62

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  63. UX teams include different types of people
    sequential
    detail-driven, anal
    logical
    analytical
    rational, clinical,
    disciplined
    objective
    quantitative
    literal, word- and
    number-driven
    nonlinear, random
    holistic, big-picture,
    strategic
    intuitive
    synthesizing
    emotional, instinctive,
    passionate
    subjective
    qualitative
    visual and image
    driven
    Emily Cohen: Managing creatives in a left-brain world
    SarahBloomer & Co | UXIndia 2014 63

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  64. What is your biggest team
    challenge today?
    SarahBloomer & Co | UXIndia 2014
    Group Discussion:
    • Review your team challenge from earlier
    • What would you do differently with your team to
    address your challenge?
    • Different team model?
    • How the team works together?
    • How the team works with product teams?
    • Develop new skills?
    64

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  65. UX MATURITY
    Evolving UX acceptance
    SarahBloomer & Co | UXIndia 2014
    65

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  66. UX maturity
    SarahBloomer & Co | UXIndia 2014
    Skepticism
    Curiosity
    Acceptance
    Partnership
    Stop battling for acceptance
    and get strategic
    Ehrlich & Rohn, 1994
    www.useit.com/alertbox/process_maturity.html
    66

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  67. Show and include
    67
    Users
    Business Analysts
    Product Owners
    Stakeholders
    Product Team
    Users
    End users
    Developers (participatory)
    Stakeholders (observers)
    Definition workshop
    Field research
    User story mapping (Agile)
    Process mapping
    Brainstorming
    Sketchboarding
    Collaborative paper
    prototyping
    Design studio
    Group collaborative
    walkthroughs
    Participatory paper
    prototyping
    Usability testing
    5-9 participants 2-9 participants 1-2 participants
    Group of 5-10
    Discover & Analyse Envision & Design Evaluate & Refine
    SarahBloomer & Co | UXIndia 2014
    Required skill: facilitation
    Especially useful for teams of 1-3

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  68. Spread your value to gain acceptance
    SarahBloomer & Co | UXIndia 2014
    Adjacent teams
    Colleagues
    Allied teams
    Beneficiaries
    Upper management
    Stakeholders
    Your UX team
    Other beneficiaries
    Facilitate & communicate:
    Capture goals, thoughts and needs
    Leverage & facilitate:
    Support their goals
    Educate & collaborate:
    Customer support, marketing etc.
    Collaborate:
    QA, Tech writers etc.
    68

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  69. Collaborate to communicate
    SarahBloomer & Co | UXIndia 2014 69

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  70. Focus your message to the audience
    SarahBloomer & Co | UXIndia 2014
    Increase sales
    Lowers support and training costs
    Reduces IT development costs
    Increases product quality
    Increases user acceptance
    Increases productivity; fewer errors
    by end users
    Decreases staff turnover
    Fewer late design changes
    Potential re-use
    Shortens overall development cycle
    Meet goals of a sprint
    Increases product quality
    Decreases maintenance cost and
    effort
    Greater satisfaction; less fatigue
    Reduces training time and effort
    Less time spent seeking support and
    help
    Less learning required
    Fewer errors; faster error recovery
    Fosters focus on the tasks instead of
    the technology
    Senior managers look at
    the bottom line of any
    investment or
    development.
    How UX improves my
    costs?
    IT managers are
    measured on ability to
    meet budgets and
    deadlines
    How UX helps me make
    my deadline and stay
    within budget?
    Users want better and
    more appropriate tools
    & experiences
    How will this help me do
    my task better?
    Return on investment Performance goals Satisfaction and use
    Senior management IT management Users
    In-house development
    70

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  71. Focus your message to the audience
    SarahBloomer & Co | UXIndia 2014
    Increase sales
    Lowers support and training costs
    Reduces IT development costs
    Increases product quality
    Fewer late design changes
    Potential re-use
    Shortens overall development cycle
    Meet goals of a sprint
    Increases product quality
    Decreases maintenance cost and
    effort
    Increases product quality
    Creates a more competitive product
    Increases Net Promoter Score
    Greater customer satisfaction
    Aligns with the brand strategy
    Senior managers look at
    the bottom line of any
    investment or
    development.
    How UX improves
    revenue?
    IT managers are
    measured on ability to
    meet budgets and
    deadlines
    How UX helps me make
    my deadline and stay
    within budget?
    Sales & Marketing want
    to have the right story
    How UX helps me
    increase sales and
    market share?
    Return on investment Performance goals Market differentiation
    Senior managers Engineering managers Sales & Marketing
    Software development
    71

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  72. Some approaches
    I can’t do
    customer research
    UX doesn’t own
    the design
    Educate
    Become a co-designer
    Facilitate
    Co-design/design brainstorms
    Share reusable design assets
    Communicate
    Demonstrate your vision
    Write stories, create prototypes
    Adapt
    Relocate your team to be with the
    decision makers
    Leverage
    Work with customer facing teams
    Sales
    Customer Support
    Training
    Market research
    Customer satisfaction surveys
    Communicate
    Engineering Design Sales &
    Marketing





      



      
      
      

    SarahBloomer & Co | UXIndia 2014 72

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  73. MANAGING YOUR TEAM
    Leading and managing
    73
    SarahBloomer & Co | UXIndia 2014

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  74. Management vs Leadership
    “Just being able to be there for others and to listen to them
    is one of the most important capacities a leader can have.”
    Joseph Jaworski
    Synchronicity: The Inner Path of Leadership
    “Management is doing things right; leadership is doing the
    right things."
    Peter Drucker,
    Essential Drucker: Management,
    the Individual and Society
    SarahBloomer & Co | UXIndia 2014 74

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  75. Making your team effective
    • How your team works together
    • How your team works with others
    • Hard skills
    • Soft skills
    • Attributes: build trust and make it safe to explore designs
    • Primary things we do:
    • Meetings and workshops (work together)
    • Design or analysis (work alone)
    SarahBloomer & Co | UXIndia 2014 75

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  76. The attributes of a good manager
    SarahBloomer & Co | UXIndia 2014 76
    • Operational skills
    • Plan and delegate
    • Domain expert
    • Set clear expectations
    • Positive recognition
    • Leadership
    Necessary skills when leading both an ad hoc team,
    or an established team
    Soft skills
    • Active listening
    • Empathy
    • Honesty
    • Humour
    • Keep your cool
    Be a guide, not a commander.
    Martin Zwilling, Forbes

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  77. Managing user experience
    SarahBloomer & Co | UXIndia 2014 77
    People
    Assign work: communicate expectations
    and deadlines
    Avoid surprises: give feedback constantly
    through weekly meetings
    Develop skills through team reviews, paired
    work, mentoring
    Process
    Integrate UX activities with development
    process
    Work both fast and slow
    Be flexible
    Build a library of common design elements
    Projects
    Prioritise and choose strategically
    Don’t be afraid to say no

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  78. UX Leadership
    • Working with your team:
    • Build trust
    • Appreciate different styles
    • Give feedback; take criticism
    • Mediate conflict
    • Enable learning and mastery
    • Build a shared vision and approach
    • Working outside your team:
    • Communicate vision
    • Mediate conflict
    • Negotiate
    • Communicate, communicate, communicate
    SarahBloomer & Co | UXIndia 2014 78

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  79. Spread your value to gain acceptance
    SarahBloomer & Co | UXIndia 2014
    Adjacent teams
    Colleagues
    Allied teams
    Beneficiaries
    Upper management
    Stakeholders
    Your UX team
    Other beneficiaries
    Facilitate & communicate:
    Capture goals, thoughts and needs
    Leverage & facilitate:
    Support their goals
    Educate & collaborate:
    Customer support, marketing etc.
    Collaborate:
    QA, Tech writers etc.
    79

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  80. SarahBloomer & Co | UXIndia 2014
    Group discussion:
    What is the first thing you’ll do when you get
    back to work?
    80

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  81. Wrap up
    SarahBloomer & Co | UXIndia 2014
    People
    Methods
    Location
    Vision
    Your UX Team Your world
    Culture
    UX Maturity
    Interaction
    Communicate
    Educate
    Facilitate
    Leverage
    Adapt
    81

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  82. Thank you
    Sarah Bloomer
    w: sarahbloomer.com
    e: [email protected]
    @boolie
    SarahBloomer & Co | UXIndia 2014 82

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  83. Sample values
    • We need to ‘innovate’ and make cool technology
    • Pleasing senior management is good regardless of
    solution
    • The product managers are king
    • Developers are rewarded for ‘rescuing’ failing projects
    • Staff who don’t ‘rock the boat’ are safe in their jobs
    • Clever code solutions are applauded
    • Risk is dangerous
    SarahBloomer & Co | UXIndia 2014 83

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  84. Sample myths
    • UI standards can’t be implemented for all the diverse
    needs of the user groups
    • If I design for myself, it will work fine
    • UX conflicts with Agile
    • If developers are familiar with the interface guidelines and
    principles, they’ll design good user interfaces
    • UX specialists are not technical enough to grasp the
    requirements of systems development
    • Requirements are anti-agile
    • Users don’t know what they want
    SarahBloomer & Co | UXIndia 2014 84

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