UX & limited resources
Case studies: The UX “team of one” in action — project A
UX Problem: modernize a new website, from an old version with ten years old to a modern and current responsive website. Adding a custom newsletter.
Context: use the same framework used by editorial company (editorial content generator) that was developed and strutted around a set of constraints that the team was aware
Responsive layouts: from mobile > to 1920px
My role: from concept to UI, passing through user journeys, workshop facilitation, wireframes, research to design guidelines and quality assurance.
Note: My designer role is autonomous, I do not have a design hierarchical structure to report to, I am responsible for all the work and bringing stakeholders to go on board with the process and solutions.
Vision & Governance A strategy to be well executed and successfully adopted, it is crucial that all levels of the team members, that are going to work with and maintain the project, embrace the strategy defined. Work alongside with stakeholders to determine internal capabilities and help to drive the change on the experience proposed. The vision is craft through iterative conversations and meetings among principal stakeholders that will fit best the brand and the product being developed.
Target of project: general population that reads and write about music news.
Measurement Framework Key measures for success are identified, and set goals are mandatory. How data should be should be captured and analysed is a job for both designers, developers and researchers, but that was not the case. Analytical data is collected without actions buttons being traced.
Implementation and Adoption The constant access and work done side by side between designers and developers leads to shorter time spent in communication and grants are determined for project sake if needed. Adoption time from the team that develops content every day is increased when designers seat at the same table and help to put live the work that was once an idea. By focusing on insight and UX at the heart of the development process, ensure a consistent and seamless user experience across devices.
TRANSFERABLE KNOWLEDGE? YES
- Developing an understanding of the mental model of team members, designers can foster design thinking methods even if they are not mandatory from management perspective;
- Jobs to be Done instead of personas. Since target audience is general population, and stakeholders do not see any interest in personalising for who they are doing the project, I wrote “jobs to be done” in complement to “user stories” to map what is expected and if, when online and tested, the user was doing so:
- From the previous project, with similar structure, the journey map is revisited and refreshed. Feelings are not considered, just actions are;
- Problems encountered in other projects are started and amendments are put in place;
- Analytics: documented a series of events and interactions that a person experiences, from the existing web brand presence;
- User testing from other projects was taken into consideration since the technology foundation is the same, and the majority of jobs to be bone have the same goal. For the duration of the projects, and since time was a feature that could not be missed, only guerrilla testing was conducted and expert reviews are taken into consideration.
Universal Methods of Design
Qualitative and quantitativa methods (Martin-Hanington, 2012)
- Brainstorming graphic organisers; flow diagrams; mind maps
- Expert review / heuristic evaluation
- Mental model diagram (stakeholders)
- Jobs to be done
- User journey mapping
- Web analytics
- Guerilla Testing
DESIGNER POINT OF VIEW
Evaluation of the process before and after stakeholders meetings
Originally published at ines-bravo-ux-ltd-resources.squarespace.com
Inês Bravo: Industry Research Project . MA Digital Media Management (PT Crew 1) — Hyper Island, London, UK . October 2015 / January 2016