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Putting Personas to Work: Getting personas adopted throughout your organization
The document discusses the integration and effective use of personas within organizations, emphasizing the importance of storytelling and regular updates to keep personas relevant. It suggests methods for ensuring buy-in from teams, roles for team leaders, and the necessity of creating a communication plan for disseminating persona-related information. Additionally, it highlights the benefits of personas in improving product design by aligning team goals with user needs.
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Putting Personas to Work: Getting personas adopted throughout your organization
- 1. UPA International Conference June, 2012 Putting Personas to Work Presented by Carol Smith & Richard Douglass @Carologic @RichardDouglass
- 2. Getting Personas Adopted ThroughoutYour Organization
- 3. WHICH STUDENT? http://www.flickr.com/photos/mrjkbh/ via http://creativecommons.org/licenses/by-nc-nd/2.0/deed.en http://www.flickr.com/photos/caharley72/ (Christopher Alison Photography) via Page 3 http://creativecommons.org/licenses/by-nc-nd/2.0
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- 5. G E TT I N G B U Y- I N F O R P E R S O N A S •We don’t need UX – we know our users •Tell us the story • What are they really doing? • What are their goals? • Roadblocks? Page 5
- 6. S E LL I N G I N T E R N A L LY Page 6 http://en.wikipedia.org/wiki/File:Train_wreck_at_Montparnasse_1895.jpg
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- 8. PROGRESSIVE DISCLOSURE •Like real-life, dating •You are the match-maker • Create opportunities to get to know them • Tell the story, effectively • Support recall of significant details Page 8
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- 10. TELL THE STORY •Clarify how the personas are to be used • Support design and development • What they cannot do •For each persona: • Goals • Needs • How use product • Challenges • “Irrelevant Information” creates the mnemonic •Introduce Artifacts •Encourage and answer questions Page 10
- 11. Get The PersonaTo Work
- 12. SHARE WHAT YOULEARN Page 12
- 13. SUCCESSFUL PROGRAMS •Form a team that includes product/project team members •The team: • Supports persona development • Reviews personas regularly • Advocates for personas • Watches for opportunities Page 13
- 14. TEAM LEADER •Curates personas •Tracks work that may influence personas •Identifies opportunities to enhance them Page 14
- 15. KEEP PERSONAS ALIVE •Make opportunities to sew them into culture •Regular touch points •Refresh documentation regularly •E-mail addresses for personas Page 15
- 16. WORKING SESSIONS •Include them at meetings •Role play or “channel” the persona • Review of interface thru eyes of Persona • Analyze competition • Review stories/scenarios What would they do? Would they use this? The User is Always Right: A Practical Guide to Creating and Using Personas for the Web Page 16 by Steve Mulder and Ziv Yaar.
- 17. ACTIVITIES •Panel with “Personas” (role playing) • Individual teams, products, etc. • Answer questions in character •Meet & Greet •Birthday party Page 17
- 18. A R TI FA C T S •Public • Posters • Large Boards •Personal • Persona • Reference Sheets • Books Page 18
- 19. CONNECT TO PROJECTWORK Page 19
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- 21. C O MM U N I C AT I O N P L A N •What to communicate • Progressive disclosure - Highlights • Updates • Tips for use •When •To whom (team, stakeholders, etc.) •How (Web site, Email, etc.) Page 21
- 22. U P DAT I N G P E R S O N A S •Plan: • Ongoing work • Include open questions in new projects. • Include in planning templates • Usability study triggers a persona review. • Communication Plan • Regular reviews. • Plan for distribution of updates. Page 22
- 23. REUSING PERSONAS •Up-to-date personas and profiles; • Can be used indefinitely for the same product; • If Goals and Needs remain static. •Potentially form “Persona Teams.” •Inform new persona development efforts. • Provide a preliminary context. •Do Not re-purpose for different: • Products • Scenarios • Needs and goals Page 23
- 24. C R EAT E P E R S O N A T E A M S ( FA M I L I E S ) •Extend - include all aspects of experience. •Provides a preliminary context. •Complex set of products. •Group personas in meaningful ways. Page 24
- 25. EXAMPLE – ONLINEORDERING Page 25
- 26. E X AM P L E : E D U C AT I O N ( C O N T I N U E D ) •One persona to represent all Shoppers is extremely unlikely. •More likely: • Small set of personas for each role. • Few more for additional roles. Page 26
- 27. S H AR E W H AT Y O U K N O W •Personas interact at various times • In person. • Virtual “handshakes.” •Convey to the team: • Where occur? • When? • Frequency? • What information is exchanged? Page 27
- 28. F I ND PAT T E R N S , C O M M O N A L I T I E S Page 28
- 29. R E SU LT S •Knowledge of relationships between personas. •Frequency of their interactions. •What they need from each other. •What they provide to each other. •Different Lenses: • Pain points by: product, service, need, and motive. • Motivations based on personas: goals, needs, tasks, occupation, family, and environment. • Commonalities such as: tech use, tech purpose, demographics, occupation, and context of use. Page 29
- 30. R E SU LT S , C O N T •Once documented prioritize relationships • Team understands which interactions are most important to the users and the products functionality. • Visual work flows are ideal. Page 30
- 31. NEXT STEPS •Identify gaps and plan to fill them. •Sync with market segments (if they exist). Page 31
- 32. S TA RT N O W •Creating strawman Profiles now •Schedule and conduct research with users •Expand Profiles into Personas •Build on what you know •Keep digging - each project can answer more questions Page 32
- 33. D O UX E A R LY A N D O F T E N •Create Information Radiators • Personas • Artifacts • Schedule of activities Page 33
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- 35. C O NTA C T U S Carol J. Smith Richard Douglass Twitter: @carologic Twitter: @richarddouglass LinkedIn: LinkedIn: http://www.linkedin.com/in/caroljsmith http://www.linkedin.com/in/richarddouglass1 Slideshare: Slideshare: http://www.slideshare.net/richarddouglass/ http://www.slideshare.net/carologic Speaker Rate: Speaker Rate: http://speakerrate.com/speakers/25641- speakerrate.com/speakers/15585- richard-douglass caroljsmith E-mail: [email protected] Page 35
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- 37. F O RM O R E I N F O R M AT I O N •The User Is Always Right: A Practical Guide to Creating and Using Personas for the Web by Steve Mulder •The Persona Life-Cycle by John Pruitt and Tamara Adlin •The Inmates are Running the Asylum by Alan Cooper •Observing the User Experience: A Practitioner's Guide to User Research by Mike Kuniavsky •Additional Reference list: http://v3.thewatchmakerproject.com/journal/375/using- personas-to-inform-design Page 37
- 38. REFERENCES •Designing for the Digital Age: How to Create Human-Centered Products and Services by Kim Goodwin (one chapter) •The Persona Life-Cycle by John Pruitt and Tamara Adlin •The User Is Always Right: A Practical Guide to Creating and Using Personas for the Web by Steve Mulder •The Inmates are Running the Asylum by Alan Cooper •Observing the User Experience: A Practitioner's Guide to User Research by Mike Kuniavsky •Babcock, L. and Sara Laschever. (2008). “Ask For It: How Women can use the Power of Negotiation to Get What They Really Want.” Bantam Books. •Godin, Seth. (2010) “Linchpin: Are you Indispensable?” Penguin Group. •Ury. William L. (1991) “Getting Past NO: Negotiating in Difficult Situations.” Bantam. •Fisher, Roger and William L. Ury. (1981) “Getting to YES: Negotiating Agreement Without Giving In.” Penguin Group. •Kennedy, Gavin. (2004). “Essential Negotiation.” The Economist and Profile Books LTD. •Lavington, Camille. (2004) “You’ve Only Got Three Seconds: How to make the right impression in your business and social life.” Doubleday. •Lewicki, Roy J., et. Al. (2004) “Essentials of Negotiation.” McGraw-Hill Irwin. •Young, Ed. (2011) “Justice is served, but more so after lunch: how food-breaks sway the decisions of judges.” Discover Magazine. http://blogs.discovermagazine.com/notrocketscience/2011/04/11/justice-is-served-but-more-so- after-lunch-how-food-breaks-sway-the-decisions-of-judges/ Retrieved on October 24, 2011. Page 38
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- 40. CONTROVERSY •Irrelevant information •“Pseudo-science” • Not trying to be scientific • Statistical methods used to analyze data • Rigorous, repeatable methods • Result in mostly qualitative data The Persona Lifecycle : Keeping People in Mind Throughout Product Design Page 40 by John Pruitt and Tamara Adlin
- 41. BENEFITS •Personas enable team to learn and remember user’s efficiently and effectively •Reduces chance decisions will be made based on seniority or influence in the organization •Make a better product •Help teams avoid: • Designing for themselves/technology • Designing for everyone Page 41