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Developing a ux lead program

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Craig Peters

The document outlines the development of a User Experience (UX) Lead Program aimed at enhancing user experience through structured processes and tools. It addresses common challenges faced by UX professionals within large organizations and emphasizes the importance of clarity, collaboration, and effective communication among team members. The program includes training, guidelines, and actionable components to streamline UX practices and improve overall project delivery.

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Developing a UX Lead Program Enable a successful user experience from ideation to deployment
Before we get started, let’s welcome a new team member 2
How‟s that feel? We call this the Noise & Confusion problem. It‟s rampant even among senior, experienced people. 3
What we hear in our trainings… “I‟ve been here for five years, and Sr. Interaction Designer I‟ve felt that way In-house (F100) the whole time.” Seasoned, well respected 4
What we tell them… It makes perfectly good sense to be confused. This is a massive organization with years of history. Groups organize and re-organize. There are different processes. Different legacy systems. Different people. The list goes on and on. Remember • You‟re not alone (or dumb, or lazy, or…) • Don‟t try to understand it all - just the important stuff • The UX Lead program (with a guide, checklists, materials, and trainings) will help you figure out what‟s important 5
WHAT IS A UX LEAD PROGRAM? 6
What exactly is a UX Lead Program? A set of tools, expectations and ways of being (for key UX team members to serve as “Leads” on projects). 7
In their own words: What is a UX Lead Program? “It‟s what I do anyway; it‟s just a process to work with partners and manage your co-workers and your contributors.” “Before, it wasn‟t always clear who would do what. Now it‟s clear.” “Having a Lead frees up people‟s energy and time to come up with tactical solutions.” 8
TODAY’S AGENDA 9
What we’ll cover today •Definition, pain points, context •Components •Process of making it happen •Nuts & bolts, questions 10
Our intention is for this to be actionable, not theoretical. We‟ll provide time throughout the day to reflect and help each other figure out how this might work in your real life. 11
First, let’s see who’s in the room. 12
INTRODUCTIONS 13
• Richard hearts complexity • It‟s all about successful delivery • PMI, CSDP • Adaptability, Flexibility Richard Charette • Equisoft Program / Project Manager • Software engineering background Delivery Manager • Royal Highland Regiment (Black Watch) Producer of Canada 14
• Craig hearts complexity • Awasu Design • Bolt | Peters User Experience (now fb) • Time for a new era of consultancies Craig Peters • CHI „09 Panel (Figuring out the “One CEO Thing” that will Move UX into a Position of Advocate / Coach / Mentor Strategic Relevance) • IA Summit „09 workshop (Strategies for Enabling UX to Play a More Strategic Role: What Will Work Where You Work?) • CHI ‟11 workshop (Leading Innovation Workshops) • Sociology & Education Background 15
Let‟s take a step back. What does UX Leadership mean? What is UX Leadership relative to the rest of the organization? 16
CONTEXT 17
Product development has been around for a while. While user experience is relatively new. 18
UX Leadership is about more influence and strategic impact. People have been talking about this for a few years… 19
Louis Rosenfeld (2002 blog post) Evangelizing User Experience Design on Ten Dollars a Day •The ROI Case •Going to the videotape (of frustrated users) •Telling stories •Therapy •Consumer Sensitivity Boot Camp •Logs •Keeping up with the Jonses http://louisrosenfeld.com/home/bloug_archive/000131.html 20
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Five approaches • Document and evangelize UX work • Calculate ROI • Conduct ethnographic research • Determine best ownership of UX • Position UX strategically in the organization 22
The Business of Customer Experience: Lessons I Learned at Wells Fargo Secil Watson SVP, Channel Strategy Wells Fargo 23
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Four approaches • Facilitate partnerships • Invest in a highly visible success • Deliver results quickly • Improve the day-to-day effectiveness and execution of UX personnel 25
This is the heart of a UX Lead program • Facilitate partnerships • Improve the day-to-day effectiveness and execution of UX personnel 26
But wait… It‟s not just the UX‟ers who are confused. Who else is involved in a product development lifecycle? 27
NOISE & CONFUSION 2 28
Activity • Pick one of the roles listed on the wall and put What do non-UX‟ers yourself in their shoes. think about? • Write down what‟s top of (What‟s top of mind mind for them; their main for them as they do responsibilities. (60 sec) their jobs?) • We‟ll report out to the whole room. 29
“Tell me again the difference between a Project Manager wireframe and a mockup.” (non-UX) 30
“What am I v looking at?” Sponsor (Line of Business) “Why does it cost this much?” 31
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PAIN POINTS 34
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Activity • Think about pain points What‟s your pain? at your organization that could be addressed by a (Why did you decide better UX practice. to come to this tutorial?) • Use a marker and write one pain point per strip of paper. (2 min) • We‟ll put them on the wall. 36
Pain points we’ve observed •Inconsistent engagement •UX Mgrs doing too much •UX contributors overworked & overwhelmed •Project details slipping through the cracks •Product solutions not as good as they could be – not innovative enough •Business units look to outside agencies for the “creative” or “innovative” projects 37
Pain points we’ve observed •UX team members not equipped with the language of the business and project management, therefore can‟t advocate and lead as effectively •Other groups have difficulty translating UX into traditional project management process •Difficulty estimating UX scope on projects 38
Developing a ux lead program
UCD STEPS 40
Sample User Centered Design Process Unfortunately, our business partners are not experts in user centered design. I’m still not sure what UX is doing. Something about a task flow… wireframes…? Why are we doing this activity? Am I supposed to be doing something? Business Partner 41
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Foundational Pieces of UX Lead Program •(User Centered Design Toolkit) •UX Brief •One Sheeters •UX Lead Guide / manual / online resource •Training •Continuation Systems 43
Foundational Pieces of UX Lead Program UCD Toolkit UX Brief One- Sheeters Training Continuation Systems UX Lead Guide 44
UX Brief One- Sheeters 45
UX Brief – Starting a Project Right The old way (risky business) We‟ve got this project that needs design support. Are you available? Yes, we‟re here to help. Tell us when and where the meetings are and we‟ll be there. Business UX’er Partner 46
UX Brief – Starting a Project Right The new way (as UX Lead) We‟ve got this project that needs design support. Are you available? How can we respond? (role play) Business UX Lead Partner 47
UX Brief – Starting a Project Right What did we just hear? Why do we care? Benefits? Concerns? 48
UX Brief – Starting a Project Right Project Overview Hi there, I‟ve read through the resource request form and the attached background PPT. I also talked this over with some folks here in UX. I understand you want to improve the social sharing experience because customers don‟t seem to be aware of them - or at least they‟re not aware of the benefits. UX Lead 49
UX Brief – Starting a Project Right Approach/High-Level UCD Plan Here‟s how we can help. First, we‟ll need to understand the customer more. To do that, we‟ll interview you and other key stakeholders, then we‟ll dig into the background research, creating a “Social Sharing Landscape” document that captures our understanding. Next, we‟ll also model the experience to get in the customer‟s head more. We‟ll be working with you and your team UX Lead throughout. 50
UX Brief – Starting a Project Right Approach/High-Level UCD Plan (continued) At this point we‟ll have a defined strategy for the design and content decisions. This is where the fun part begins: designing task flows and wireframes; writing content; developing a prototype and seeing how it works with real users. You and your team will be part of each stage. Most people find it an enjoyable process to be a part of. UX Lead 51
UX Brief – Starting a Project Right Resources I‟ll be serving as the Interaction Designer on the project and also the Lead on the project. We‟ll also have a content strategist, a visual designer, a front-end developer for the prototyping stage, and a user researcher who will manage the usability testing portion. UX Lead 52
UX Brief – Starting a Project Right Assumptions & Risks One more thing, it‟s really important that this is a collaborative effort and to that point, there are a number of activities and steps that will require your team to work with us. So, they‟ll have to make time in their calendars for this to work. Otherwise we risk not having the benefit of all your knowledge, could end up spinning our wheels, not having buy in when it comes time to approve designs, etc. UX Lead Also, we noticed that voice recognition was mentioned in one of your background documents. From what we saw in the project request form, we‟re assuming that full integration of voice recognition out of scope for this project. Is that correct? 53
UX Brief – Starting a Project Right Table of Contents for a Brief •Project Overview •Project Approach •High-Level Plan •Resources •Assumptions & Risks 54
Preparing the Brief for a very simple project Manager forwards Request Resource Request Form UX lead recaps the call over email UX Lead checks Thanks for the phone call today. Just to recap, Straightforward, right? we‟re changing the copy of [that one page]. with Manager to make sure she‟s not missing I‟m going to change that one thing to the way we something talked on the phone. I‟ll be doing the majority of the work, with John chiming in for a quick review. UX Lead UX Manager We should have something for you on Friday. I understand that you‟ve already checked with UX Lead calls [key stakeholder] and got their blessing. Hi Hi Partner Thank you for double-checking if Jane‟s team feels that this impacts them. If you hear anything about that, please let me know. UX Lead Partner Talk to you soon, UX Lead clarifies Your UX Lead ?? ~~ things with Partner UX Lead Partner 55
Preparing the Brief for larger projects Manager talks to partner Partner sends PPT Mgr asks for resource request Manager looks it over PPT Request Form UX Manager Partner UX Manager Partner Manager assigns UX Lead Lead looks it over Lead meets Partner Checks with other UXers Hi Hi PPT Request Form UX Manager UX Lead UX Lead Partner Clarifies with Partner Checks w/ research group Checks in with Partner Checks previous Briefs ? ~ ~ ~ Brief Brief UX Lead Partner UX Lead Research UX Lead Partner Talks to Mgr Re: exec Checks in with Checks w/ UX Producer Iterates Brief w/ Partner review Partner ~ ~ Brief UX Lead UX Manager UX Lead Partner UX Lead Producer UX Lead Partner 56
UX Brief as email UX Brief as document Thanks for the phone call today. Just to recap, we‟re changing the copy of [that one page]. I‟m going to change that one thing to the way we talked on the phone. I‟ll be doing the majority of the work, with John chiming in for a quick review. We should have something for you on Friday. I understand that you‟ve already checked with [key stakeholder] and got their blessing. Thank you for double checking if Jane‟s team feels that this impacts them. If you hear anything about that, please let me know. Talk to you soon, Your UX Lead • Project Overview • UX Approach • High-Level Plan • Resources • Assumptions & Risks 57
I got the UX Brief, but I‟m still not sure what a site map is. Why are we doing this activity? What do I do at UX this stage? Brief Business Partner 58
ONE-SHEETERS 59
One-Sheeters Put simply, the One-Sheeters are one-page representations of a UCD activity or tool. They answer the questions who, what, where, when, why, and how. 60
THE PLANNING STAGE 61
Most UCD Processes involve these stages The UX Lead program adds a deliberate stage to set the project up for success. This is where the UX Lead works on the UX Brief. This stage can go by many names: • Planning stage • Project set up • Understand the project • Prep 62
Stage 0 – Project Set Up UX Brief One- … Sheeters … The UX Brief marks the end of this stage 63
UX STRATEGY 64
What it Means to be a Consultative Partner The old way (a few weeks into the project) Define Key Scenarios Complete a Content Analyze Data Inventory Design Wireframes and page flows Attend Kickoff Conduct Whew, we‟ve Competitive Analysis been busy. UX’ers 65
What it Means to be a Consultative Partner The old way (it might go smoothly) Here are the wireframes, Overall, I like it a lot. page flows, and a start on I‟ve just got a couple the copy. What do you questions… think? Great, let‟s do it. UX’ers Business • Wireframes Partner • Research • Page Flow 66
What it Means to be a Consultative Partner The old way (it might not go so well) Hmmm. I don‟t know... Here are the Why don‟t we do it like this. wireframes, page flows, and a start on the copy. What do you think? UX’ers Business Partner I used to work here and it was good. 67
So, what went wrong? The business partners But they still weren‟t on the received a Brief and same page when the designs One Sheeters at the were presented. end of the planning stage. A common problem is that the UX team went through the Discovery Phase without getting alignment from the project team. This is where the UX Strategy comes into play. 68
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UX GUIDE 70
The guide covers: UX Lead • Company history Guide • How the organization is structured • Groups throughout the organization • Roles throughout the organization • Processes and how UX processes fit in • Types of projects • Deep dive into the UX team structure and roles • What the UX Lead role is • Techniques for effective consulting • UX stages of engagements • Description of UCD activities & Lead considerations • Checklists • Anything else that‟s useful to your UX Leads 71
CHECKLISTS 72
Everyone loves checklists You will have to decide which tasks and processes make sense to structure with a checklist. What follows are some examples. 73
Example checklists: UX Lead Guide • Receive Assignment • Create Relationships • Question, Listen, & Learn •Iterate UX Brief w/ UX Producer & Business Partner 74
TRAINING 75
Considerations for Training • Who to train • When to train • Trainings as co-creation of the program (participation versus presentation) • Re-training • Training the trainers 76
Developing a ux lead program
STAGES FOR DEVELOPING A UX LEAD PROGRAM 78
Remember, every situation is different. Some of these stages will apply to you… and some of them won‟t. The key is to focus on the goal and spirit of the stages. 79
Stages to Developing a UX Lead Program 1. Discover (assess & understand the problem) 2. Plan (refine problem statement and scope) 3. Create (processes, materials, programs) 4. Iterate (pilot, field test, improve) 5. Launch (roll out solutions, assign ownership) 6. Improve (assess, adjust, and iterate) 80
Discovery Stage Main goal • Understand what needs to be done. What‟s working? Not working? What‟s wanted? Additional goals • Generate buy-in and ownership. • Set the stage for piloting and field testing. 81
Discovery Stage •Identify key people to involve •Gather and analyze data •Conduct interviews 82
Discovery Stage A big part of the discovery phase involves interviews. As many people as possible. One-on-one and group. Let them know their input shapes the solution. Include people inside and outside the UX group. (See the appendix for interview reminders) 83
Who We’ve Interviewed Within the UX team Beyond the UX team • Individual Contributors and • Business Analysts Managers • Product Managers • UX/UI/IA Designers • Project / Program Managers • Visual Designers • Engineers • Front-end Developers • Marketing • Delivery Managers • Legal & Compliance • Content Strategists • Business Unit Project Sponsors • User Researchers 84
Activity • Write down the people Who to interview? who would be most appropriate to involve at (In your situation, your organization. who are the key people to interview • We‟ll report out to the in discovery?) room. 85
What We’ve Learned • In most cases, the UX team members are professional, well meaning, conscientious, and hard working. • Solutions need to make their job easier, not harder. Simple, logistical solutions like checklists and templates are good. • They‟re weary of additional procedures / bureaucracy. 86
Stages to Developing a UX Lead Program 1. Discover (assess & understand the problem) 2. Plan (refine problem statement and scope) 3. Create (processes, materials, programs) 4. Iterate (pilot, field test, improve) 5. Launch (roll out solutions, assign ownership) 6. Improve (assess, adjust, and iterate) 87
Plan It‟s only after discovery that you can really know what the solution can be. Work with stakeholders and implementers to create the plan and scope. Remind key people that all plans change as you learn more. A plan is a starting point. 88
Stages to Developing a UX Lead Program 1. Discover (assess & understand the problem) 2. Plan (refine problem statement and scope) 3. Create (processes, materials, programs) 4. Iterate (pilot, field test, improve) 5. Launch (roll out solutions, assign ownership) 6. Improve (assess, adjust, and iterate) 89
Create Create simple solutions with key people. Remember to keep the solutions simple. You don‟t want to add extra work or bureaucracy. 90
Stages to Developing a UX Lead Program 1. Discover (assess & understand the problem) 2. Plan (refine problem statement and scope) 3. Create (processes, materials, programs) 4. Iterate (pilot, field test, improve) 5. Launch (roll out solutions, assign ownership) 6. Improve (assess, adjust, and iterate) 91
Iterate Test out materials with a couple key people both in and outside the UX team. Gather feedback from UX people and also from those outside of the UX team. Iterate and then expand (nail it before you scale it). 92
Stages to Developing a UX Lead Program 1. Discover (assess & understand the problem) 2. Plan (refine problem statement and scope) 3. Create (processes, materials, programs) 4. Iterate (pilot, field test, improve) 5. Launch (roll out solutions, assign ownership) 6. Improve (assess, adjust, and iterate) 93
Launch If you‟ve incrementally piloted and iterated, the “launch” will be less disruptive. Launch often involves a training where you introduce the pieces. Involve others as much as possible in the launch (those who have piloted, for example). Assign ownership before the launch as much as possible. 94
Stages to Developing a UX Lead Program 1. Discover (assess & understand the problem) 2. Plan (refine problem statement and scope) 3. Create (processes, materials, programs) 4. Iterate (pilot, field test, improve) 5. Launch (roll out solutions, assign ownership) 6. Improve (assess, adjust, and iterate) 95
Improve Position the “launch” as just a starting point. Assign a program manager. Plan for managers to work with team members on the new program. Actively solicit feedback and offer support. 96
CONTINUATION SYSTEMS 97
Keeping the Program Going • Communicate outwardly as road show or organic • Managers working with direct reports during roll out • Program manager for the UX Lead program • Assigning ownership to individual pieces • Pivoting • Solicit feedback in many ways (one-on-one, surveys, etc.) 98
Developing a ux lead program
WHO SHOULD BE A LEAD? 100
This question must be answered by each organization. Some organizations have designers serve dual purpose on a project: lead and design. Others designate a particular role as a Lead. That person might not do any design. 101
UX Producer (Delivery Manager) Many organizations have a role in the User Experience team that focuses on managing the successful delivery of the UX engagement. Sometimes this person is called a UX Producer, Delivery Manager, or Project Manager. 102
Activity • What would work best for What would work your organization: best at your – A team member that organization? serves as Lead on a project-by-project basis? – A dedicated Lead role? – UX Producer? – Some other arrangement? • We‟ll report out to the room. 103
WAYS OF BEING 104
UX Lead as Facilitator & Educator UX personnel juggle many The UX Lead facilitates moving parts: collaboration between different people: • Business goals The UX Lead also educates the • Many different people project team about each individual • Technical limitations design activity, deliverable, and • Design best practices process. • Product development processes • Research results The UX Lead program materials – • Accessibility guidelines Guide, Training, etc. – should • Legal and compliance reviews explicitly address and develop these • And so on… skills among the Leads. 105
UX Lead as Facilitator & Educator Typical Technical Skills for UX: Facilitation & Educational Skills: • Persona development • Set context for UX process • Information architecture • Negotiate tradeoffs • User research • Explain value of UCD • Interaction design • Involve partners in design decisions • Visual design • Explain how to give feedback • Prototyping • And so on… • Competitive analysis • And so on… 106
Don‟t underestimate how foreign user experience activities are to people outside the UX team. 107
Consulting Skills Peter Block‟s work is instructive for UX Leads. We‟ll cover three concepts here: • Authenticity • Contracting • Attending to each stage For more, see Peter Block‟s book, Flawless Consulting. 108
Ways of Engaging • Engagement instead of mandate or persuasion • Participation instead of presentation • Difficult public exchanges • Real choice • New conversations for new culture • Deliberate environment and meetings For more, see Peter Block‟s book, Flawless Consulting. 109
Leading Internally and Externally Within the UX team Beyond the UX team • Motivate the team • Build relationships • Collaborate w/ UX Producer • Understand business needs • Represent UX vision • Attend to concerns • Problem solve challenges • Educate • Introduce new UX members • Advocate for designs • Oversee quality of deliverables • Negotiate tradeoffs • Determine need for reviews 110
One final takeaway: Commitment is more important than perfection 111
Remaining Questions? Craig Peters craig@awasudesign.com @craigpeters Richard Charette richard.charette@awasudesign.com 112
APPENDIX 113
What internal consultants want from their boss • A clear definition of the job before I am sent out on a project • Access to the boss • Assistance on the nontechnical and political elements of the project • Don‟t overcommit me all the time • Freedom to negotiate contracts based on the particulars of the situation • Minimum bias on how the project should turn out, what the recommendations should look like For more, see Peter Block’s book, Flawless Consulting. 114
What internal consultants want from their clients • A clear definition of the job • Access to the person who really represents the client organization, also access to data • Work the problem together – cooperation • Commitment to the project • Share the blame and glory • To be wanted (to feel useful) • No bias about the outcome • Take care of physical needs to accomplish the job • Openness and feedback • Feedback on what happened after I left For more, see Peter Block’s book, Flawless Consulting. 115
Reminders for your interviews Your role You might already have a relationship with them. Tell them that for this engagement, you‟re just a researcher. You‟re not evaluating their performance in any way. 116
Reminders for your interviews Prior knowledge of the effort If you‟re embarking on a UX Lead effort, it‟s likely they will have heard about it. Have them explain what they know of the effort. This warms them up to talking, surfaces misperceptions, and generates ownership. Ask them what the goals of the effort are and should be. 117
Reminders for your interviews How projects happen today You‟re looking for their understanding of the nuts and bolts of how projects are assigned, handled, staffed, carried out, etc. Have them describe how they get assigned to projects. Who else is typically on a project? When is UX involved? How are those decisions made? Etc. 118
Reminders for your interviews Uncovering what is and isn’t working You can ask directly: What’s working? What’s not working? What would make your job easier? What parts of the job are your least favorite? Also ask indirectly. What was your favorite project? Your least favorite? Why? Go into the details of those projects. 119
Reminders for your interviews Other models Oftentimes people‟s vision narrows when they work in one environment. This is to open up their thinking. Have you worked other places in a similar role? Did those companies have set practices that you followed? How did that work for you? What worked well? Not well? 120
Reminders for your interviews Future look-back This helps reveal what‟s truly important to them. Imagine looking back on this effort a few months from now. Hypothetically, how might you finish these statements: I’m so glad we did this, because now ___. This didn’t work out so well, because ___. 121
Other Pieces of UX Teams • User Centered Design toolkit • Project request process • Design patterns • UCD process • Onboarding • UX “Producing” (UX Project Managing) • UX Scorecard 122
THANK YOU! Craig Peters craig@awasudesign.com @craigpeters Richard Charette richard.charette@awasudesign.com 123

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Developing a ux lead program

  • 1. Developing a UX Lead Program Enable a successful user experience from ideation to deployment
  • 2. Before we get started, let’s welcome a new team member 2
  • 3. How‟s that feel? We call this the Noise & Confusion problem. It‟s rampant even among senior, experienced people. 3
  • 4. What we hear in our trainings… “I‟ve been here for five years, and Sr. Interaction Designer I‟ve felt that way In-house (F100) the whole time.” Seasoned, well respected 4
  • 5. What we tell them… It makes perfectly good sense to be confused. This is a massive organization with years of history. Groups organize and re-organize. There are different processes. Different legacy systems. Different people. The list goes on and on. Remember • You‟re not alone (or dumb, or lazy, or…) • Don‟t try to understand it all - just the important stuff • The UX Lead program (with a guide, checklists, materials, and trainings) will help you figure out what‟s important 5
  • 6. WHAT IS A UX LEAD PROGRAM? 6
  • 7. What exactly is a UX Lead Program? A set of tools, expectations and ways of being (for key UX team members to serve as “Leads” on projects). 7
  • 8. In their own words: What is a UX Lead Program? “It‟s what I do anyway; it‟s just a process to work with partners and manage your co-workers and your contributors.” “Before, it wasn‟t always clear who would do what. Now it‟s clear.” “Having a Lead frees up people‟s energy and time to come up with tactical solutions.” 8
  • 10. What we’ll cover today •Definition, pain points, context •Components •Process of making it happen •Nuts & bolts, questions 10
  • 11. Our intention is for this to be actionable, not theoretical. We‟ll provide time throughout the day to reflect and help each other figure out how this might work in your real life. 11
  • 12. First, let’s see who’s in the room. 12
  • 14. • Richard hearts complexity • It‟s all about successful delivery • PMI, CSDP • Adaptability, Flexibility Richard Charette • Equisoft Program / Project Manager • Software engineering background Delivery Manager • Royal Highland Regiment (Black Watch) Producer of Canada 14
  • 15. • Craig hearts complexity • Awasu Design • Bolt | Peters User Experience (now fb) • Time for a new era of consultancies Craig Peters • CHI „09 Panel (Figuring out the “One CEO Thing” that will Move UX into a Position of Advocate / Coach / Mentor Strategic Relevance) • IA Summit „09 workshop (Strategies for Enabling UX to Play a More Strategic Role: What Will Work Where You Work?) • CHI ‟11 workshop (Leading Innovation Workshops) • Sociology & Education Background 15
  • 16. Let‟s take a step back. What does UX Leadership mean? What is UX Leadership relative to the rest of the organization? 16
  • 17. CONTEXT 17
  • 18. Product development has been around for a while. While user experience is relatively new. 18
  • 19. UX Leadership is about more influence and strategic impact. People have been talking about this for a few years… 19
  • 20. Louis Rosenfeld (2002 blog post) Evangelizing User Experience Design on Ten Dollars a Day •The ROI Case •Going to the videotape (of frustrated users) •Telling stories •Therapy •Consumer Sensitivity Boot Camp •Logs •Keeping up with the Jonses http://louisrosenfeld.com/home/bloug_archive/000131.html 20
  • 21. 21
  • 22. Five approaches • Document and evangelize UX work • Calculate ROI • Conduct ethnographic research • Determine best ownership of UX • Position UX strategically in the organization 22
  • 23. The Business of Customer Experience: Lessons I Learned at Wells Fargo Secil Watson SVP, Channel Strategy Wells Fargo 23
  • 24. 24
  • 25. Four approaches • Facilitate partnerships • Invest in a highly visible success • Deliver results quickly • Improve the day-to-day effectiveness and execution of UX personnel 25
  • 26. This is the heart of a UX Lead program • Facilitate partnerships • Improve the day-to-day effectiveness and execution of UX personnel 26
  • 27. But wait… It‟s not just the UX‟ers who are confused. Who else is involved in a product development lifecycle? 27
  • 29. Activity • Pick one of the roles listed on the wall and put What do non-UX‟ers yourself in their shoes. think about? • Write down what‟s top of (What‟s top of mind mind for them; their main for them as they do responsibilities. (60 sec) their jobs?) • We‟ll report out to the whole room. 29
  • 30. “Tell me again the difference between a Project Manager wireframe and a mockup.” (non-UX) 30
  • 31. “What am I v looking at?” Sponsor (Line of Business) “Why does it cost this much?” 31
  • 32. 32
  • 33. 33
  • 35. 35
  • 36. Activity • Think about pain points What‟s your pain? at your organization that could be addressed by a (Why did you decide better UX practice. to come to this tutorial?) • Use a marker and write one pain point per strip of paper. (2 min) • We‟ll put them on the wall. 36
  • 37. Pain points we’ve observed •Inconsistent engagement •UX Mgrs doing too much •UX contributors overworked & overwhelmed •Project details slipping through the cracks •Product solutions not as good as they could be – not innovative enough •Business units look to outside agencies for the “creative” or “innovative” projects 37
  • 38. Pain points we’ve observed •UX team members not equipped with the language of the business and project management, therefore can‟t advocate and lead as effectively •Other groups have difficulty translating UX into traditional project management process •Difficulty estimating UX scope on projects 38
  • 40. UCD STEPS 40
  • 41. Sample User Centered Design Process Unfortunately, our business partners are not experts in user centered design. I’m still not sure what UX is doing. Something about a task flow… wireframes…? Why are we doing this activity? Am I supposed to be doing something? Business Partner 41
  • 42. 42
  • 43. Foundational Pieces of UX Lead Program •(User Centered Design Toolkit) •UX Brief •One Sheeters •UX Lead Guide / manual / online resource •Training •Continuation Systems 43
  • 44. Foundational Pieces of UX Lead Program UCD Toolkit UX Brief One- Sheeters Training Continuation Systems UX Lead Guide 44
  • 45. UX Brief One- Sheeters 45
  • 46. UX Brief – Starting a Project Right The old way (risky business) We‟ve got this project that needs design support. Are you available? Yes, we‟re here to help. Tell us when and where the meetings are and we‟ll be there. Business UX’er Partner 46
  • 47. UX Brief – Starting a Project Right The new way (as UX Lead) We‟ve got this project that needs design support. Are you available? How can we respond? (role play) Business UX Lead Partner 47
  • 48. UX Brief – Starting a Project Right What did we just hear? Why do we care? Benefits? Concerns? 48
  • 49. UX Brief – Starting a Project Right Project Overview Hi there, I‟ve read through the resource request form and the attached background PPT. I also talked this over with some folks here in UX. I understand you want to improve the social sharing experience because customers don‟t seem to be aware of them - or at least they‟re not aware of the benefits. UX Lead 49
  • 50. UX Brief – Starting a Project Right Approach/High-Level UCD Plan Here‟s how we can help. First, we‟ll need to understand the customer more. To do that, we‟ll interview you and other key stakeholders, then we‟ll dig into the background research, creating a “Social Sharing Landscape” document that captures our understanding. Next, we‟ll also model the experience to get in the customer‟s head more. We‟ll be working with you and your team UX Lead throughout. 50
  • 51. UX Brief – Starting a Project Right Approach/High-Level UCD Plan (continued) At this point we‟ll have a defined strategy for the design and content decisions. This is where the fun part begins: designing task flows and wireframes; writing content; developing a prototype and seeing how it works with real users. You and your team will be part of each stage. Most people find it an enjoyable process to be a part of. UX Lead 51
  • 52. UX Brief – Starting a Project Right Resources I‟ll be serving as the Interaction Designer on the project and also the Lead on the project. We‟ll also have a content strategist, a visual designer, a front-end developer for the prototyping stage, and a user researcher who will manage the usability testing portion. UX Lead 52
  • 53. UX Brief – Starting a Project Right Assumptions & Risks One more thing, it‟s really important that this is a collaborative effort and to that point, there are a number of activities and steps that will require your team to work with us. So, they‟ll have to make time in their calendars for this to work. Otherwise we risk not having the benefit of all your knowledge, could end up spinning our wheels, not having buy in when it comes time to approve designs, etc. UX Lead Also, we noticed that voice recognition was mentioned in one of your background documents. From what we saw in the project request form, we‟re assuming that full integration of voice recognition out of scope for this project. Is that correct? 53
  • 54. UX Brief – Starting a Project Right Table of Contents for a Brief •Project Overview •Project Approach •High-Level Plan •Resources •Assumptions & Risks 54
  • 55. Preparing the Brief for a very simple project Manager forwards Request Resource Request Form UX lead recaps the call over email UX Lead checks Thanks for the phone call today. Just to recap, Straightforward, right? we‟re changing the copy of [that one page]. with Manager to make sure she‟s not missing I‟m going to change that one thing to the way we something talked on the phone. I‟ll be doing the majority of the work, with John chiming in for a quick review. UX Lead UX Manager We should have something for you on Friday. I understand that you‟ve already checked with UX Lead calls [key stakeholder] and got their blessing. Hi Hi Partner Thank you for double-checking if Jane‟s team feels that this impacts them. If you hear anything about that, please let me know. UX Lead Partner Talk to you soon, UX Lead clarifies Your UX Lead ?? ~~ things with Partner UX Lead Partner 55
  • 56. Preparing the Brief for larger projects Manager talks to partner Partner sends PPT Mgr asks for resource request Manager looks it over PPT Request Form UX Manager Partner UX Manager Partner Manager assigns UX Lead Lead looks it over Lead meets Partner Checks with other UXers Hi Hi PPT Request Form UX Manager UX Lead UX Lead Partner Clarifies with Partner Checks w/ research group Checks in with Partner Checks previous Briefs ? ~ ~ ~ Brief Brief UX Lead Partner UX Lead Research UX Lead Partner Talks to Mgr Re: exec Checks in with Checks w/ UX Producer Iterates Brief w/ Partner review Partner ~ ~ Brief UX Lead UX Manager UX Lead Partner UX Lead Producer UX Lead Partner 56
  • 57. UX Brief as email UX Brief as document Thanks for the phone call today. Just to recap, we‟re changing the copy of [that one page]. I‟m going to change that one thing to the way we talked on the phone. I‟ll be doing the majority of the work, with John chiming in for a quick review. We should have something for you on Friday. I understand that you‟ve already checked with [key stakeholder] and got their blessing. Thank you for double checking if Jane‟s team feels that this impacts them. If you hear anything about that, please let me know. Talk to you soon, Your UX Lead • Project Overview • UX Approach • High-Level Plan • Resources • Assumptions & Risks 57
  • 58. I got the UX Brief, but I‟m still not sure what a site map is. Why are we doing this activity? What do I do at UX this stage? Brief Business Partner 58
  • 60. One-Sheeters Put simply, the One-Sheeters are one-page representations of a UCD activity or tool. They answer the questions who, what, where, when, why, and how. 60
  • 62. Most UCD Processes involve these stages The UX Lead program adds a deliberate stage to set the project up for success. This is where the UX Lead works on the UX Brief. This stage can go by many names: • Planning stage • Project set up • Understand the project • Prep 62
  • 63. Stage 0 – Project Set Up UX Brief One- … Sheeters … The UX Brief marks the end of this stage 63
  • 65. What it Means to be a Consultative Partner The old way (a few weeks into the project) Define Key Scenarios Complete a Content Analyze Data Inventory Design Wireframes and page flows Attend Kickoff Conduct Whew, we‟ve Competitive Analysis been busy. UX’ers 65
  • 66. What it Means to be a Consultative Partner The old way (it might go smoothly) Here are the wireframes, Overall, I like it a lot. page flows, and a start on I‟ve just got a couple the copy. What do you questions… think? Great, let‟s do it. UX’ers Business • Wireframes Partner • Research • Page Flow 66
  • 67. What it Means to be a Consultative Partner The old way (it might not go so well) Hmmm. I don‟t know... Here are the Why don‟t we do it like this. wireframes, page flows, and a start on the copy. What do you think? UX’ers Business Partner I used to work here and it was good. 67
  • 68. So, what went wrong? The business partners But they still weren‟t on the received a Brief and same page when the designs One Sheeters at the were presented. end of the planning stage. A common problem is that the UX team went through the Discovery Phase without getting alignment from the project team. This is where the UX Strategy comes into play. 68
  • 69. 69
  • 70. UX GUIDE 70
  • 71. The guide covers: UX Lead • Company history Guide • How the organization is structured • Groups throughout the organization • Roles throughout the organization • Processes and how UX processes fit in • Types of projects • Deep dive into the UX team structure and roles • What the UX Lead role is • Techniques for effective consulting • UX stages of engagements • Description of UCD activities & Lead considerations • Checklists • Anything else that‟s useful to your UX Leads 71
  • 73. Everyone loves checklists You will have to decide which tasks and processes make sense to structure with a checklist. What follows are some examples. 73
  • 74. Example checklists: UX Lead Guide • Receive Assignment • Create Relationships • Question, Listen, & Learn •Iterate UX Brief w/ UX Producer & Business Partner 74
  • 75. TRAINING 75
  • 76. Considerations for Training • Who to train • When to train • Trainings as co-creation of the program (participation versus presentation) • Re-training • Training the trainers 76
  • 78. STAGES FOR DEVELOPING A UX LEAD PROGRAM 78
  • 79. Remember, every situation is different. Some of these stages will apply to you… and some of them won‟t. The key is to focus on the goal and spirit of the stages. 79
  • 80. Stages to Developing a UX Lead Program 1. Discover (assess & understand the problem) 2. Plan (refine problem statement and scope) 3. Create (processes, materials, programs) 4. Iterate (pilot, field test, improve) 5. Launch (roll out solutions, assign ownership) 6. Improve (assess, adjust, and iterate) 80
  • 81. Discovery Stage Main goal • Understand what needs to be done. What‟s working? Not working? What‟s wanted? Additional goals • Generate buy-in and ownership. • Set the stage for piloting and field testing. 81
  • 82. Discovery Stage •Identify key people to involve •Gather and analyze data •Conduct interviews 82
  • 83. Discovery Stage A big part of the discovery phase involves interviews. As many people as possible. One-on-one and group. Let them know their input shapes the solution. Include people inside and outside the UX group. (See the appendix for interview reminders) 83
  • 84. Who We’ve Interviewed Within the UX team Beyond the UX team • Individual Contributors and • Business Analysts Managers • Product Managers • UX/UI/IA Designers • Project / Program Managers • Visual Designers • Engineers • Front-end Developers • Marketing • Delivery Managers • Legal & Compliance • Content Strategists • Business Unit Project Sponsors • User Researchers 84
  • 85. Activity • Write down the people Who to interview? who would be most appropriate to involve at (In your situation, your organization. who are the key people to interview • We‟ll report out to the in discovery?) room. 85
  • 86. What We’ve Learned • In most cases, the UX team members are professional, well meaning, conscientious, and hard working. • Solutions need to make their job easier, not harder. Simple, logistical solutions like checklists and templates are good. • They‟re weary of additional procedures / bureaucracy. 86
  • 87. Stages to Developing a UX Lead Program 1. Discover (assess & understand the problem) 2. Plan (refine problem statement and scope) 3. Create (processes, materials, programs) 4. Iterate (pilot, field test, improve) 5. Launch (roll out solutions, assign ownership) 6. Improve (assess, adjust, and iterate) 87
  • 88. Plan It‟s only after discovery that you can really know what the solution can be. Work with stakeholders and implementers to create the plan and scope. Remind key people that all plans change as you learn more. A plan is a starting point. 88
  • 89. Stages to Developing a UX Lead Program 1. Discover (assess & understand the problem) 2. Plan (refine problem statement and scope) 3. Create (processes, materials, programs) 4. Iterate (pilot, field test, improve) 5. Launch (roll out solutions, assign ownership) 6. Improve (assess, adjust, and iterate) 89
  • 90. Create Create simple solutions with key people. Remember to keep the solutions simple. You don‟t want to add extra work or bureaucracy. 90
  • 91. Stages to Developing a UX Lead Program 1. Discover (assess & understand the problem) 2. Plan (refine problem statement and scope) 3. Create (processes, materials, programs) 4. Iterate (pilot, field test, improve) 5. Launch (roll out solutions, assign ownership) 6. Improve (assess, adjust, and iterate) 91
  • 92. Iterate Test out materials with a couple key people both in and outside the UX team. Gather feedback from UX people and also from those outside of the UX team. Iterate and then expand (nail it before you scale it). 92
  • 93. Stages to Developing a UX Lead Program 1. Discover (assess & understand the problem) 2. Plan (refine problem statement and scope) 3. Create (processes, materials, programs) 4. Iterate (pilot, field test, improve) 5. Launch (roll out solutions, assign ownership) 6. Improve (assess, adjust, and iterate) 93
  • 94. Launch If you‟ve incrementally piloted and iterated, the “launch” will be less disruptive. Launch often involves a training where you introduce the pieces. Involve others as much as possible in the launch (those who have piloted, for example). Assign ownership before the launch as much as possible. 94
  • 95. Stages to Developing a UX Lead Program 1. Discover (assess & understand the problem) 2. Plan (refine problem statement and scope) 3. Create (processes, materials, programs) 4. Iterate (pilot, field test, improve) 5. Launch (roll out solutions, assign ownership) 6. Improve (assess, adjust, and iterate) 95
  • 96. Improve Position the “launch” as just a starting point. Assign a program manager. Plan for managers to work with team members on the new program. Actively solicit feedback and offer support. 96
  • 98. Keeping the Program Going • Communicate outwardly as road show or organic • Managers working with direct reports during roll out • Program manager for the UX Lead program • Assigning ownership to individual pieces • Pivoting • Solicit feedback in many ways (one-on-one, surveys, etc.) 98
  • 100. WHO SHOULD BE A LEAD? 100
  • 101. This question must be answered by each organization. Some organizations have designers serve dual purpose on a project: lead and design. Others designate a particular role as a Lead. That person might not do any design. 101
  • 102. UX Producer (Delivery Manager) Many organizations have a role in the User Experience team that focuses on managing the successful delivery of the UX engagement. Sometimes this person is called a UX Producer, Delivery Manager, or Project Manager. 102
  • 103. Activity • What would work best for What would work your organization: best at your – A team member that organization? serves as Lead on a project-by-project basis? – A dedicated Lead role? – UX Producer? – Some other arrangement? • We‟ll report out to the room. 103
  • 105. UX Lead as Facilitator & Educator UX personnel juggle many The UX Lead facilitates moving parts: collaboration between different people: • Business goals The UX Lead also educates the • Many different people project team about each individual • Technical limitations design activity, deliverable, and • Design best practices process. • Product development processes • Research results The UX Lead program materials – • Accessibility guidelines Guide, Training, etc. – should • Legal and compliance reviews explicitly address and develop these • And so on… skills among the Leads. 105
  • 106. UX Lead as Facilitator & Educator Typical Technical Skills for UX: Facilitation & Educational Skills: • Persona development • Set context for UX process • Information architecture • Negotiate tradeoffs • User research • Explain value of UCD • Interaction design • Involve partners in design decisions • Visual design • Explain how to give feedback • Prototyping • And so on… • Competitive analysis • And so on… 106
  • 107. Don‟t underestimate how foreign user experience activities are to people outside the UX team. 107
  • 108. Consulting Skills Peter Block‟s work is instructive for UX Leads. We‟ll cover three concepts here: • Authenticity • Contracting • Attending to each stage For more, see Peter Block‟s book, Flawless Consulting. 108
  • 109. Ways of Engaging • Engagement instead of mandate or persuasion • Participation instead of presentation • Difficult public exchanges • Real choice • New conversations for new culture • Deliberate environment and meetings For more, see Peter Block‟s book, Flawless Consulting. 109
  • 110. Leading Internally and Externally Within the UX team Beyond the UX team • Motivate the team • Build relationships • Collaborate w/ UX Producer • Understand business needs • Represent UX vision • Attend to concerns • Problem solve challenges • Educate • Introduce new UX members • Advocate for designs • Oversee quality of deliverables • Negotiate tradeoffs • Determine need for reviews 110
  • 111. One final takeaway: Commitment is more important than perfection 111
  • 113. APPENDIX 113
  • 114. What internal consultants want from their boss • A clear definition of the job before I am sent out on a project • Access to the boss • Assistance on the nontechnical and political elements of the project • Don‟t overcommit me all the time • Freedom to negotiate contracts based on the particulars of the situation • Minimum bias on how the project should turn out, what the recommendations should look like For more, see Peter Block’s book, Flawless Consulting. 114
  • 115. What internal consultants want from their clients • A clear definition of the job • Access to the person who really represents the client organization, also access to data • Work the problem together – cooperation • Commitment to the project • Share the blame and glory • To be wanted (to feel useful) • No bias about the outcome • Take care of physical needs to accomplish the job • Openness and feedback • Feedback on what happened after I left For more, see Peter Block’s book, Flawless Consulting. 115
  • 116. Reminders for your interviews Your role You might already have a relationship with them. Tell them that for this engagement, you‟re just a researcher. You‟re not evaluating their performance in any way. 116
  • 117. Reminders for your interviews Prior knowledge of the effort If you‟re embarking on a UX Lead effort, it‟s likely they will have heard about it. Have them explain what they know of the effort. This warms them up to talking, surfaces misperceptions, and generates ownership. Ask them what the goals of the effort are and should be. 117
  • 118. Reminders for your interviews How projects happen today You‟re looking for their understanding of the nuts and bolts of how projects are assigned, handled, staffed, carried out, etc. Have them describe how they get assigned to projects. Who else is typically on a project? When is UX involved? How are those decisions made? Etc. 118
  • 119. Reminders for your interviews Uncovering what is and isn’t working You can ask directly: What’s working? What’s not working? What would make your job easier? What parts of the job are your least favorite? Also ask indirectly. What was your favorite project? Your least favorite? Why? Go into the details of those projects. 119
  • 120. Reminders for your interviews Other models Oftentimes people‟s vision narrows when they work in one environment. This is to open up their thinking. Have you worked other places in a similar role? Did those companies have set practices that you followed? How did that work for you? What worked well? Not well? 120
  • 121. Reminders for your interviews Future look-back This helps reveal what‟s truly important to them. Imagine looking back on this effort a few months from now. Hypothetically, how might you finish these statements: I’m so glad we did this, because now ___. This didn’t work out so well, because ___. 121
  • 122. Other Pieces of UX Teams • User Centered Design toolkit • Project request process • Design patterns • UCD process • Onboarding • UX “Producing” (UX Project Managing) • UX Scorecard 122

Editor's Notes

  • #2: AS PARTICIPANTS WALK INAs participants walk in, let’s have a way for people to get engaged (with us, the concept, prior knowledge, each other, examples that we have on the wall). I’d like to know more about who’s in the room. Ideas: - Richard or I greet everyone (requires that we’re available) - As people enter, they write their job titles on a card and stick it to a large piece of paper - We create some categories of job titles before they walk in and they write their name on a piece of paper and put it in the section that best matches their job
  • #4: <Take answers randomly from the crowd>Designers can’t be at their best when they’re like this.Transition: I’d worked with a big Fortune 100 company for a few months putting together a UX Lead program with them. Near the end of the engagement, I conducted some trainings. It was the first time that I ran this activity and I have to admit I was worried that it was going to be a waste of time for the more senior people in the room. I thought they were going to thing “this is just for onboarding; come on, let’s get to the advanced stuff.” <advance to next slide>
  • #5: Continued from transition: As soon as I asked how that felt, one of the more respected and accomplished Sr. Interaction Designers raised his hand and said <reveal quote>.
  • #9: We surveyed team members who have been serving as UX Leads. We asked them, What is the UX Lead program?
  • #11: Create large format printout of the day’s outline. Put a couple of them on the wall in the room. 12x18?
  • #12: I’m sure there’s a better way to say this. Or maybe a diagram?
  • #13: Facilitators go to the paper on the wall where people have put their note cards of their name, job title/role, and company. Call out names and ask them to identify themselves in the room. Welcome them. Do this for all 24 people. 20 seconds each = 8 minutes.
  • #17: This is for context; setting the stage. Move quickly through these slides.
  • #21: Create large format printout of the day’s outline. Put a couple of them on the wall in the room. 12x18?
  • #25: Facilitated partnerships. Killian Evers. Senior Manager of Program Management in User Experience & Design and Product Planning for PayPal.It is accepted in the HCI research community that incorporating human-centered design into a structured approach to developing software is important. However, incorporating human-centered design into an established system development lifecycle is fraught with challenges: process integration; prejudices and organizational politics; resource constraints; and the desire for continual process improvement to ensure optimal performance [4]. A few organizations have discovered an unlikely solution to resolve these obstacles, in the form of UX program managers. Program managers are tasked to think beyond the UX organization to create essential partnerships with other parts of the larger organization that can help drive UX organizations to premiere positions within corporations.Investing in a highly visible success. Find a highly visible project that has a lot of potential for ROI, focus lots of resources on it, and evangelize the hell out of it. Deliver Results quickly. Laurie Pattison. Senior Director of User Experience at Oracle.You only get one chance to make a first impression. Convincing others where you work of the value of UX is no different. Unless you're part of that rare breed whose past experience is so vast and consistently successful, you have a very short time – usually no more than one calendar quarter -- to deliver spectacular results. Whether you're new to an organization, or just newly assigned to a project, you need to adopt some of the strategies and habits required to demonstrate results quickly.Day-to-day effectiveness and execution of UX personnel. Craig Peters. None of the other strategies will matter
  • #26: Facilitated partnerships. Killian Evers. Senior Manager of Program Management in User Experience & Design and Product Planning for PayPal.It is accepted in the HCI research community that incorporating human-centered design into a structured approach to developing software is important. However, incorporating human-centered design into an established system development lifecycle is fraught with challenges: process integration; prejudices and organizational politics; resource constraints; and the desire for continual process improvement to ensure optimal performance [4]. A few organizations have discovered an unlikely solution to resolve these obstacles, in the form of UX program managers. Program managers are tasked to think beyond the UX organization to create essential partnerships with other parts of the larger organization that can help drive UX organizations to premiere positions within corporations.Investing in a highly visible success. Find a highly visible project that has a lot of potential for ROI, focus lots of resources on it, and evangelize the hell out of it. Deliver Results quickly. Laurie Pattison. Senior Director of User Experience at Oracle.You only get one chance to make a first impression. Convincing others where you work of the value of UX is no different. Unless you're part of that rare breed whose past experience is so vast and consistently successful, you have a very short time – usually no more than one calendar quarter -- to deliver spectacular results. Whether you're new to an organization, or just newly assigned to a project, you need to adopt some of the strategies and habits required to demonstrate results quickly.Day-to-day effectiveness and execution of UX personnel. Craig Peters. None of the other strategies will matter <reveal first yellow highlight> This last one used to be our main focus of a UX Lead program, but we realize now that it needs to be focused both externally and internally, which is what Killian was talking about here <reveal second yellow highlight>--- --- ---UX Leadership should be put in the context of project leadership. Again, leading UX teams should be in line with leading a complete project team. If it is the lead a UX team for the greatest design, it needs to be in sync with the leadership of a successful project (which UX is only a part of). Different strategies are not mutually exclusive – these are all important – and today’s focus is on one strategy that we believe is required for any of the other strategies to work: the UX team must have their act together and must perform at a high level in order to be effective, be taken seriously, and lead. ** UX performing at a high-level is to deliver great design in the context of delivering great projects (with all related constraints). UX as a science will not be conscious of the applicable constraints. UX as an engineering discipline will take into account economic considerations that will affect the design delivery. ** consider creating a slide for this point **
  • #27: Facilitated partnerships. Killian Evers. Senior Manager of Program Management in User Experience & Design and Product Planning for PayPal.It is accepted in the HCI research community that incorporating human-centered design into a structured approach to developing software is important. However, incorporating human-centered design into an established system development lifecycle is fraught with challenges: process integration; prejudices and organizational politics; resource constraints; and the desire for continual process improvement to ensure optimal performance [4]. A few organizations have discovered an unlikely solution to resolve these obstacles, in the form of UX program managers. Program managers are tasked to think beyond the UX organization to create essential partnerships with other parts of the larger organization that can help drive UX organizations to premiere positions within corporations.Investing in a highly visible success. Find a highly visible project that has a lot of potential for ROI, focus lots of resources on it, and evangelize the hell out of it. Deliver Results quickly. Laurie Pattison. Senior Director of User Experience at Oracle.You only get one chance to make a first impression. Convincing others where you work of the value of UX is no different. Unless you're part of that rare breed whose past experience is so vast and consistently successful, you have a very short time – usually no more than one calendar quarter -- to deliver spectacular results. Whether you're new to an organization, or just newly assigned to a project, you need to adopt some of the strategies and habits required to demonstrate results quickly.Day-to-day effectiveness and execution of UX personnel. Craig Peters. None of the other strategies will matter <reveal first yellow highlight> This last one used to be our main focus of a UX Lead program, but we realize now that it needs to be focused both externally and internally, which is what Killian was talking about here <reveal second yellow highlight>--- --- ---UX Leadership should be put in the context of project leadership. Again, leading UX teams should be in line with leading a complete project team. If it is the lead a UX team for the greatest design, it needs to be in sync with the leadership of a successful project (which UX is only a part of). Different strategies are not mutually exclusive – these are all important – and today’s focus is on one strategy that we believe is required for any of the other strategies to work: the UX team must have their act together and must perform at a high level in order to be effective, be taken seriously, and lead. ** UX performing at a high-level is to deliver great design in the context of delivering great projects (with all related constraints). UX as a science will not be conscious of the applicable constraints. UX as an engineering discipline will take into account economic considerations that will affect the design delivery. ** consider creating a slide for this point **
  • #28: So far, we’ve focused on UX designers and what it’s like for them. Besides UX Designer, what are some other roles who are involved in a product development project?Take responses from the audience and write them on a flip chart paper. (Product manager, engineer, project manager, marketer, legal and compliance officer, QA, project sponsor, etc.)
  • #30: Choose one of the roles from the paper and write it on the top of the note card ((or a section of the notes in our book))You’ll then jot down a definition of success for that person’s role. For example, what makes a Project Manager successful? (60 sec)<Take a few responses from the entire room> Those roles do not think about wireframes, the difference between task analysis and task modeling, Fitts Law, site maps, Omnigraffle, the latest clipping mask feature in CS6, the difference between content audit and a content assessment. No, they’re thinking of project schedules, functional specifications documents, integration of platforms, revenue goals…((the point here is to get them to see that everyone else on the team is thinking about things that are not UX!))
  • #31: Continued from transition: As soon as I asked how that felt, one of the more respected and accomplished Sr. Interaction Designers raised his hand and said <reveal quote>.
  • #32: Continued from transition: As soon as I asked how that felt, one of the more respected and accomplished Sr. Interaction Designers raised his hand and said <reveal quote>.
  • #34: We start with this because it helps us get in the shoes of our UX peeps and everyone else on the project. We’re getting inside their heads.
  • #36: You know what would be really fun? Insert a video of Clubber Lange saying “pain”. The second half of this: http://youtu.be/DJnKm6ftPu0
  • #37: Materials: pre-cut strips of paper
  • #38: Your
  • #39: Your
  • #61: ACTIVITYCreate a list of the different things that go on in a project that the UX team could make a one sheeter from.
  • #82: The main goal of Discovery is to understand what needs to be done. What’s working? What’s not working? What’s wanted? What’s needed?Change is usually difficult for people. Another goal of Discovery is to generate buy-in and ownership. It also sets the stage for piloting and field testing the solutions.
  • #85: Basically, you want to interview anyone that has anything to do with the UX team members and vice versa. Not just those who interact with the UX team, but also those that interact with deliverables and artifacts. For example, in some cases, the engineering team might not interact much with the designers. Or the BA’s might add wireframes to a functional spec document, but the designers don’t interact with them very often. You’d be surprised at what you might hear from them.
  • #86: UX team members and their managers; those who are on the ground doing the work, interacting with the rest of the organization: Information Architects, Interaction Designers, User Researchers, Content Strategists, UI Developers, Managers, Project Managers, Producers, etc.Those who work with the UX team. Business Units, Business Analysts, Product Managers, Project Managers, Engineers, Marketing, etc. PMs & Product Managers need to be interviewed since they possess knowledge about the project’s constraints and the full view of the business requirements / needs / constraints.
  • #104: UX team members and their managers; those who are on the ground doing the work, interacting with the rest of the organization: Information Architects, Interaction Designers, User Researchers, Content Strategists, UI Developers, Managers, Project Managers, Producers, etc.Those who work with the UX team. Business Units, Business Analysts, Product Managers, Project Managers, Engineers, Marketing, etc. PMs & Product Managers need to be interviewed since they possess knowledge about the project’s constraints and the full view of the business requirements / needs / constraints.
  • #106: Basically, you want to interview anyone that has anything to do with the UX team members and vice versa. Not just those who interact with the UX team, but also those that interact with deliverables and artifacts. For example, in some cases, the engineering team might not interact much with the designers. Or the BA’s might add wireframes to a functional spec document, but the designers don’t interact with them very often. You’d be surprised at what you might hear from them.
  • #107: Basically, you want to interview anyone that has anything to do with the UX team members and vice versa. Not just those who interact with the UX team, but also those that interact with deliverables and artifacts. For example, in some cases, the engineering team might not interact much with the designers. Or the BA’s might add wireframes to a functional spec document, but the designers don’t interact with them very often. You’d be surprised at what you might hear from them.
  • #110: Engagement. From the beginning. We want buy in and ownership. Participation.From the beginning. We want buy in and ownership.Difficult public exchanges. Surface problems, reservations, issues early and with integrity. Avoiding them will cost you big in the long run. Real Choice.From the beginning. We want buy in and ownership. Don’t package it all up. Don’t focus on perfection; commitment is more important.New Conversations. Minimize blame, personal preference, history, and politics. Focus on purpose and meaning, business goals, user goals, UCD best practices, and what’s going to be special about the future.Deliberate environment and meetings. Pay attention to where you meet. Prep. Practice. Set up equipment. Prepare the walls. Take a workshop on running meetings. See Kevin Hoffman on running meetings. Flawless Consulting, p 44-5
  • #111: Basically, you want to interview anyone that has anything to do with the UX team members and vice versa. Not just those who interact with the UX team, but also those that interact with deliverables and artifacts. For example, in some cases, the engineering team might not interact much with the designers. Or the BA’s might add wireframes to a functional spec document, but the designers don’t interact with them very often. You’d be surprised at what you might hear from them.
  • #115: Engagement. From the beginning. We want buy in and ownership. Participation.From the beginning. We want buy in and ownership.Difficult public exchanges. Surface problems, reservations, issues early and with integrity. Avoiding them will cost you big in the long run. Real Choice.From the beginning. We want buy in and ownership. Don’t package it all up. Don’t focus on perfection. Commitment is more important New Conversations. Minimize blame, personal preference, history, and politics. Focus on purpose and meaning, business goals, user goals, UCD best practices, and what’s going to be special about the future.Deliberate environment and meetings. Pay attention to where you meet. Prep. Practice. Set up equipment. Prepare the walls. Take a workshop on running meetings.Flawless Consulting, p 44-5
  • #116: Engagement. From the beginning. We want buy in and ownership. Participation.From the beginning. We want buy in and ownership.Difficult public exchanges. Surface problems, reservations, issues early and with integrity. Avoiding them will cost you big in the long run. Real Choice.From the beginning. We want buy in and ownership. Don’t package it all up. Don’t focus on perfection. Commitment is more important New Conversations. Minimize blame, personal preference, history, and politics. Focus on purpose and meaning, business goals, user goals, UCD best practices, and what’s going to be special about the future.Deliberate environment and meetings. Pay attention to where you meet. Prep. Practice. Set up equipment. Prepare the walls. Take a workshop on running meetings.Flawless Consulting, p 44-5
  • #117: Your
  • #118: Your
  • #119: Your
  • #120: Your
  • #121: Your
  • #122: Your
  • #123: Every organization is different. Some have well-established process, templates, pattern libraries, onboarding experiences.What’s often missing is the soft skills, consulting skills, leadership skills.