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THE ELEMENTS OF USER EXPERIENCE S E CO N D E D I T I O N USER CENTERED DESIGN F O R T H E W E B A N D B E YO N D Written and Illustrated by. The user experience development process is all about ensuring that no aspect of the user's experience with your site happens without your conscious, explicit. The Elements of User Experience cuts through the complexity of user-centered Jesse James Garrett gives readers the big picture of Web user experience.
There is not a single line of code to be found between these covers. This is not a book of answers. Instead, this book is about asking the right questions. This book will tell you what you need to know before you go read those other books. If you need the big picture, if you need to under- stand the context for the decisions that user experience practitio- ners make, this book is for you. This book is designed to be read easily in just a few hours. Initially, they were perhaps cautious and a bit wary, but soon they came to recognize that I was there to make their jobs easier, not harder, and that my presence did not mean their authority was diminished.
Simultaneously, I was compiling a personal collection of online material related to my work. What one source called information design appeared to be the same as what another called information architecture. A third rolled everything together under interface design. At the end of that week, as I walked through the terminal of the airport in Austin preparing to board the plane back to San Fran- cisco, it abruptly popped into my head: I waited patiently until we boarded the plane.
As soon as I reached my seat, I pulled out a notebook and sketched it all out. Upon my return to San Francisco, I was almost immediately laid up with an enervating head cold. I spent about a week sliding in and out of a fevered delirium. Unfortunately, none of these associations was in my mind when I chose that title—I chose elements out of a thesaurus to replace the more awkward and technical-sounding components.
I began to hear about how it was being used in large organizations and tiny Web development groups to help them work and commu- nicate more effectively.
By this time, I was beginning to formulate the idea for a book that would address this need better than a single sheet of paper could. He was enthusiastic about it, and fortunately, his bosses turned out to be as well. Thus, as much by luck as by intent, this book found its way into your hands. I hope that what you do with the ideas presented here is as enlightening and rewarding for you as putting them together in this book has been for me.
They empower us and frustrate us; they simplify and complicate our lives; they separate us and bring us closer together. Everyday Miseries Everyone, every once in a while, has one of those days. You get about a block from your house when you realize that the car needs gas. Despite all your efforts, you are now late for work. Finally, you make it to your desk. Introducing User Experience It seems like a string of bad luck—just one of those days.
The accident: The accident on the road happened because the driver took his eyes off the road for a moment to turn the radio down. He had to look down because it was impossible to identify which was the volume control by touch alone.
The register: If the register had been simpler and the layout and colors of the buttons different, that line never would have formed. The pump: The coffeemaker: You thought you had turned it on, but you were wrong.
The display on the front is still blinking The clock: And now we come to the factor that started the whole chain of events: The time was wrong because your cat stepped on the clock in the middle of the night and reset it for you. These examples all demonstrate a lack of atten- tion to the user experience: When a product is being developed, people pay a great deal of attention to what it does.
User experience is the other, often overlooked, side of the equation— how it works—that can often make the difference between a suc- cessful product and a failure. User experience is not about the inner workings of a product or ser- vice. User experience is about how it works on the outside, where a person comes into contact with it. Is it hard to do simple things? How does it feel to interact with the product? That interaction often involves pushing a lot of buttons, as in the case of technology products such as alarm clocks, coffeemakers, or cash registers.
However, every product that is used by someone creates a user experience: Even if you never realized that the design of that button was causing you trouble, how would you feel about a coffeemaker that you were able to use successfully only part of the time? Would you download another product from that company in the future? Probably not. Thus, for the want of a button that clicks, a customer is lost.
From Product Design to User Experience Design When most people think about product design if they think about product design at all , they often think of it in terms of aesthetic appeal: Sound is often overlooked but can be an important part of the aesthetic appeal of a product.
Another common way people think about product design is in functional terms: A well-designed product is one that does what it promises to do. All of these can certainly be failures of design. These products might look great and work well functionally, but designing prod- ucts with the user experience as an explicit outcome means looking beyond the functional or aesthetic.
Some people responsible for creating products may not think in terms of design at all. For them, the process of creating a product is about development: User experience design often deals with questions of context.
Aesthetic design makes sure the button on the coffeemaker is an appealing shape and texture. Functional design makes sure it trig- gers the appropriate action on the device. After all, every product intended for humans has a user, and every time a product is used, it delivers an experience. Consider a simple product such as a chair or a table.
To use the chair you sit on it; to use the table you place other objects on it. But the manufacturers of chairs and tables tend not to employ user experience designers.
Each additional feature, function, or step in the process of using a product creates another opportunity for the experience to fall short. A modern mobile phone has many, many more functions than a desk phone of, say, the s. As a result, the process of creating a successful product has to be quite different. User Experience and the Web User experience is vital to all kinds of products and services.
This book is primarily about the user experience of one particular kind of product: Web sites. Web sites are complicated pieces of technology, and something funny happens when people have trouble using complicated pieces of technology: They blame themselves. They feel like they must have done something wrong. They feel stupid. But they feel stupid anyway.
Regardless of the type of site, in virtually every case, a Web site is a self-service product. There is no instruction manual to read beforehand, no training seminar to attend, no customer service representative to help guide the user through the site.
There is only the user, facing the site alone with only her wits and personal expe- rience to guide her. Faced with a wide array of choices, the user is left to her own devices to determine which fea- tures of a site will meet her needs. Despite the vital strategic importance of user experience to the suc- cess of a Web site, the simple matter of understanding what people want and need has been a low priority for most of the history of the medium.
If user experience is such a vital part of any Web site, why is it so often neglected in the development process? In the earliest days of the Web, sites like Yahoo!
Established companies raced to set up Web sites, determined not to be perceived as falling behind the times. But in most cases, companies considered merely having deployed the site a great accomplishment; whether the site actually worked for people was, at best, an afterthought. This race to cram more features into products is hardly unique to the Web; from wristwatches to mobile phones, featuritis is endemic to many product categories.
Having more features, however, turns out to be only a temporary source of competitive advantage. All you provide is information about your company. It might seem that you have a monopoly on that information—if people want it, they have to get it from you. If your site consists mainly of what Web pros call content—that is, information—then one of the main goals of your site is to com- municate that information as effectively as possible. It has to be presented in a way that helps people absorb it and understand it.
Features and functions always matter, but user experience has a far greater effect on customer loyalty. Businesses with an eye on the bot- tom line want to know about the return on investment, or ROI.
ROI is usually measured in terms of money: For every dollar you spend, how many dollars of value are you getting back? But return on investment does not have to be expressed in strictly monetary terms. All you need is a measurement that shows that your money going out translates into value for your company. One common measure of return on investment is conversion rate. By keeping track of what per- centage of users you convert to the next level, you can measure how effectively your site is meeting your business goals.
Far more people browse a commerce site than download from it. A quality user experience is a key factor in converting these casual browsers into active downloaders. Even a tiny increase in your conversion rate can translate into a dramatic leap in revenue. Conversion rate tracks how successful you are in getting those who visit to spend some money. Whether they are used by your customers, your partners, or your employees, Web sites can have all kinds of indirect effects on the bottom line.
No one outside your company might ever see the site you run as in the case of an internal tool or an intranet , but the user experi- ence still makes a huge difference. Often, it can mean the differ- ence between a project that creates value for the organization and a project that becomes a resource-consuming nightmare. This basi- cally comes in two key forms: The less time it takes to complete any given task, the more you can get done in a day.
In keeping with the old notion that time is money, saving your employees time translates directly into saving your business money. People like their jobs more when their tools are natural and easy to use, not frustrating and needlessly complex. The concept of user-centered design is very simple: Take the user into account every step of the way as you develop your product.
The implications of this simple concept, however, are surprisingly complex. Everything the user experiences should be the result of a conscious decision on your part. Realistically, you might have to make a com- promise here and there because of the time or expense involved in creating a better solution. The biggest reason user experience should matter to you is that it matters to your users.
For the users who do come, you must set out to provide them with an experience that is cohesive, intuitive, and maybe even pleasurable—an experience in which everything works the way it should. No matter how the rest of their day has gone. It sounds like a big job, and in some ways it is. But by breaking the job of crafting the user experience down into its component elements, we can better understand the task as a whole. The Five Planes Most people, at one time or another, have downloadd a physical product over the Web.
The experience is pretty much the same every time: If we peel away the layers of that experience, we can begin to understand how those decisions are made. The Surface Plane On the surface you see a series of Web pages, made up of images and text. Some of these images are things you can click on, per- forming some sort of function such as taking you to a shopping cart. Some of these images are just illustrations, such as a photograph of a product for sale or the logo of the site itself.
The Skeleton Plane Beneath that surface is the skeleton of the site: The Structure Plane The skeleton is a concrete expression of the more abstract structure of the site.
Just what those features and functions are constitutes the scope of the site. For example, some commerce sites offer a feature that enables users to save previously used shipping addresses so they can be used again.
Whether that feature—or any feature—is included on a site is a question of scope. The Strategy Plane The scope is fundamentally determined by the strategy of the site. This strategy incorporates not only what the people running the site want to get out of it but what the users want to get out of the site as well. In the case of our store example, some of the strategic objectives are pretty obvious: Users want to download products, and we want to sell them.
Other objectives—such as the role that advertis- ing or content produced by our users plays in our business model, for example—might not be so easy to articulate. On each plane, the issues we must deal with become a little less abstract and a little more concrete. On the highest plane, we are only concerned with the most concrete details of the appearance of the product. So, the surface depends on the skeleton, which depends on the structure, which depends on the scope, which depends on the strategy.
Conversely, the choices available to us on each plane are constrained by the decisions we make about issues on the planes below it. At each level, we make decisions according to what the competition is doing, industry best practices, what we know about our users, and plain old common sense. These decisions can have a ripple effect in both directions. Requiring work on each plane to finish before work on the next can start leads to unsatisfactory results effort for you and your users.
The impor- tant consideration here is to not build the roof of the house before you know the shape of its foundation. All these seemingly identical terms are thrown around: What do they mean? Or are they just more meaningless industry buzzwords? To further complicate matters, people will use the same terms in different ways. When the Web started, it was all about information. People could create documents, and they could link them to other documents. He knew the Web had the potential to be much more than that, but few others really understood how great its potential was.
People originally seized on the Web as a new publishing medium, but as technology advanced and new features were added to Web browsers and Web servers alike, the Web took on new functional capabilities. After the Web began to catch on in the larger Internet community, it developed a more complex and robust feature set that would enable Web sites not only to distribute information but to collect and manipulate it as well. Technol- ogy continued to advance on both fronts as all kinds of sites made the transition from static collections of information that changed infrequently to dynamic, database-driven sites that were constantly evolving.
When the Web user experience community started to form, its members spoke two different languages. One group saw every prob- lem as an application design problem, and applied problem-solving approaches from the traditional desktop and mainframe software worlds. These, in turn, were rooted in common practices applied to creating all kinds of products, from cars to running shoes.
The other group saw the Web in terms of information distribution and retrieval, and applied problem-solving approaches from the tradi- tional worlds of publishing, media, and information science. This became quite a stumbling block. Very little progress could be made when the community could not even agree on basic terminol- ogy. The waters were further muddied by the fact that most Web sites could not be neatly categorized as either functional applica- tions or information resources—a huge number seemed to be a sort of hybrid, incorporating qualities from each world.
Here, we consider the product as a tool or set of tools that the user employs to accomplish one or more tasks. On the opposite side, our concern is what information the product offers and what it means to our users. The Elements of User Experience Now we can map that whole confusing array of terms into the model.
The Strategy Plane The same strategic concerns come into play for both functionality- oriented products and information-oriented resources. Balanced against user needs are our own objectives for the site. On the information side, scope takes the form of content requirements: Chapter 4 will cover the scope elements.
For information resources, the structure is the information architecture: The Skeleton Plane The skeleton plane breaks down into three components. On both sides, we must address information design: For functionality-oriented products, the skeleton also includes inter- face design, or arranging interface elements to enable users to interact with the functionality of the system.
The interface for an information resource is its navigation design: The Surface Plane Finally, we have the surface. Regardless of whether we are dealing with a functionality-oriented product or an information resource, our concern here is the same: In reality, of course, the lines between these areas are not so clearly drawn. Can a change to the visuals do the trick, or will the underlying navigation design have to be reworked?
Few products or services fall exclusively on one side of this model or the other. The way organizations delegate responsibility for user experience issues often complicates matters further. In some organizations, you will encounter people with job titles like information architect or interface designer. These people gener- ally have expertise spanning many of the elements of user experi- ence, not just the specialty indicated by their title.
The content that is available to you or that you have resources to obtain and manage will play a huge role in shaping your site. In the case of an online store, we might decide that we want the users to be able to see cover images of all the books we sell.
If we can get them, will we have a way to catalog them, keep track of them, and keep them up to date? These content questions are essential to the ultimate user experience of the site. Second, technology can be just as important as content in cre- ating a successful user experience. In many cases, the nature of the experience you can provide your users is largely determined by technology.
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In the early days of the Web, the tools to connect Web sites to databases were fairly primitive and limited. As the technology has advanced, however, databases have become more widely used to drive Web sites. This in turn has enabled more and more sophisticated user experience approaches, such as dynamic navigation systems that change in response to the way users move through the site.
Nevertheless, the funda- mental elements of user experience remain the same. If you work on the Web, everything in this book applies to you. Even if you work on products or services that have nothing to do with technol- ogy, you can map these concepts to your own processes. The rest of this book looks at these elements, plane by plane, in greater detail. Knowing both what Scope we want the product to accomplish for our organi- Strategy zation and what we want it to accomplish for our users informs the decisions we have to make about every aspect of the user experience.
But answer- ing these simple questions can be trickier than Sensory Design it looks. What do we want to get out of this product? What do our users want to get out of it? The second question addresses user needs, objectives imposed on the product from outside. Together, product objectives and user needs form the strat- egy plane, the foundation for every decision in our process as we design the user experience. Yet, amazingly, many user experience projects do not begin with a clear, explicit understanding of the underlying strategy.
The more clearly we can articulate exactly what we want, and exactly what others want from us, the more precisely we can adjust our choices to meet these goals. Too often, product objectives exist only as an unspoken understanding among those building the product.
When that understanding remains unspoken, different people often have different ideas about what the product is sup- posed to accomplish. Business Goals People commonly use terms like business goals or business drivers to describe internal strategic objectives. Most people start out describing objectives for their products in very general terms.
In the case of Web sites, they fundamentally serve one of two purposes: But exactly how these sites are supposed to do that is not always clear.
Brand Identity One essential consideration in formulating the objectives for any product is brand identity. When most of us see the word branding, we think of things like logos, color palettes, and typography. In the minds of your users, an impression about your organization is inevitably created by their interactions with your product. You must choose whether that impression happens by accident or as a result of conscious choices you have made in designing your product.
An important part of understanding your objectives is understanding how you will know when you have reached them. These are known as success metrics: Sometimes these metrics are related to the product itself and how it is used. How much time does the average user spend on your site during each visit? Analytics tools can help you determine this.
On the other hand, if you want to provide quick, get-in-get-out access to information and functionality, you may want to decrease the time per visit. In this example, measuring 7 the number of visits per registered user per 6 month indicates how 5 valuable the site is to its core audience.
But you have to be careful to balance your objectives and the needs of your users.
And in the long run, it will show: As your users get frustrated and decide not to come back, your impressions will drop from that initial high and will probably end up lower than they were when you started. You can measure the indirect effects of the site as well.
If your site provides solutions to common problems people encounter with your product, the number of phone calls coming into your cus- tomer support lines should go down.
An effective intranet can pro- vide ready access to tools and resources that can cut down on the time it takes for your salespeople to close a sale—which, in turn, translates directly into increased revenue. For success metrics to meaningfully drive user experience deci- sions, those metrics must be clearly tied to aspects of user behavior that can be shaped by our design choices.
By spending time researching those needs, we can break out of our own limited perspective and see the site from the point of view of the users. Identifying user needs is complicated because users can be quite diverse. If we are creating a mobile app intended for a consumer audience, the possibilities increase exponentially. User Segmentation We can break this mass of user needs down into manageable chunks through user segmentation. We divide our audience into smaller groups or segments consisting of users with certain key characteristics in common.
There are nearly as many ways to seg- ment user groups as there are types of users, but here are a couple of the most common approaches. Market researchers commonly create audience segments based on demographic criteria: Psychographics often correlate strongly with demographics: People in the same age group, location, and income level often have similar attitudes.
But in many cases, demographi- cally identical people have very different ways of seeing and inter- acting with the world.
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Just think of everybody you went to high school with. How much time do your users spend using the Web every week? Is technology a part of their daily lives? Do they like working with technology products? Do they always have the latest and greatest products, or do they only upgrade when they have to? Technophobes and power users approach Web sites in very different ways, and our designs need to accommodate them.
Answers to questions like these can help us do just that. Selling cookware to people just learning their way around a kitchen must be handled very differently from selling to professional cooks. Similarly, a stock- trading application used by those unfamiliar with the stock market will require a different approach from one for seasoned investors. These differences in experience or expertise can form the basis for segmenting our audience. The information needs of the parents of a student applying for college are different from those of the student herself.
If the difference is great enough, you might want to treat these as separate groups, rather than the single 25—34 group you started with. On the other hand, if the 18—24 group seems pretty similar to the 25—34 group, maybe you can combine them. Creating user segments is just a means to the end of uncovering user needs. You really only need as many different segments as you have different sets of user needs.
Not only will different groups of users have different needs, but sometimes those needs will be in direct opposition. Take the preceding exam- ple of the stock-trading application. The novices would probably be best served by an application that broke the process down into a sequence of simple steps. For the experts, however, such a sequence would be a hindrance. Whichever course we choose, this stra- tegic decision will have consequences for every additional choice we make about the user experience.
Some research tools—such as surveys, interviews, or focus groups— are best suited for gathering information about the general attitudes and perceptions of your users. Generally, the more time you spend with each individual user, the more detailed the information you will get from the research study.
Market research methods like surveys and focus groups can be valuable sources of general information about your users.
The more clearly you can describe what you want, the more narrowly and effectively you can formulate the questions you ask to ensure that you get the right information. These techniques are derived from the methods used by anthropologists to study cultures and societies. Applied on a smaller scale, the same methods used to examine, for example, how a nomadic tribe functions, can also be used to examine how people who download aircraft parts function.
The only downside is that contextual inquiry can be very time-consuming and very expen- sive. In other cases, contextual methods can be lightweight and inex- pensive, although they tend not to produce the deep understanding of a full research study.
One example of a method closely related to contextual inquiry is task analysis. Task analysis is a method of closely examining the precise steps users go through in accomplishing those tasks. User testing is the most commonly employed form of user research. This word means different things to different people. Some people use it to refer to the practice of testing designs with representative users. Every approach to usability seeks to make products easier to use.
Some of them even agree with each other. But they all have the same principle at their core: Users need usable products. Tests with a fully operational Web site can be very broad or very narrow in scope.
User testing can also investigate broader, less concrete issues. Another approach to user testing is to have users work with pro- totypes. You can recruit users to perform a variety of exercises that can give you insights into how they approach the subject matter of your site. For infor- mation-oriented sites, card sorting is one method used to explore how users categorize or group information elements.
The user is given a stack of index cards, each of which has the name, descrip- tion, or image of a piece or type of content on it. The user then sorts the cards into piles according to the groups or categories that feel most natural.
Analyzing the results of card sorts conducted with several users can help us understand how they think about the information our site provides. Creating Personas Collecting all sorts of data about your users can be incredibly valu- able, but sometimes you can lose sight of the real people behind all the statistics.
By putting a face and a name on the disconnected bits of data from your user research and segmentation work, personas can help ensure that you keep the users in mind during the design process.
Suppose our site is designed to provide information for people who are starting their own businesses. We know from our research that our audience mostly falls in the 30—45 age range. Our users tend to be fairly comfortable with the Web and technology in general.
In this case, it might be appropriate to create two personas. The second persona is Frank. Where did all this information come from? Well, for the most part, we made it up. How would Frank react to it? I need quick answers. Fairly comfortable with technology; Dell Occupation: I want a site that will explain everything.
Somewhat uncomfortable with technology; Occupation: But despite this fact or perhaps because of it , responsibility for formulating these objectives often falls through the cracks. How to manage relations with other departments in the business. Important tips and tricks that you can implement within your UX team. David Travis. An interesting journey of one young man as he learns the secrets of good user-centered design.
It leaves you with a much better comprehension for the framework of the user-centered approach to UX and UI design. A page book on everything you need to get into web design written by the guy behind A List Apart.
Why this book had a 5-star rating on site before they released it for free. A great read for print designers who want to design websites, art directors who want to move to the world of web, and professionals who want to deepen their web skills and understanding.
Getting Real by 37signals aka Basecamp. Why this free ebook is the most popular and downloaded book on how to approach building a startup or your next project. The right way to build web applications from the makers of Basecamp which is now used by more than Wow, that does not happen easily! Everything from the beginning and sketching your idea on paper, to delivering the final product to the public.
Plus tips and tricks for customer support and keeping things alive and kicking. This guide will teach you the best techniques for designing your website, using the tried and true principles of graphic design. It takes an approach that includes researching the usage of the site, understanding typography, utilizing color for navigation as well as presentation and creating a usable and satisfying layout. Keith Andrews. Well worth reading for UX beginners and advanced UXers as well!
Carroll and Judith Reitman Olson. The effects of unchanging human psychology, learning, and mental models on great design While very academic, it contains many useful insights on user-centric design. Converting the Believers by Usereffect. Learn how to use analytics, usability and testing to systematically improve online sales.
A massive ebook with interviews and stories from 42 UX gurus on their experiences of being a UX professional. Insight into UX gurus career paths and design processes, with useful links and references all around the book. Almost every scenario ever experienced by a designer is covered.
Six Circles — An experience design framework by James Kelway. This book will provide you with a framework for how to create and utilize an experience design framework in your organization. The Vignelli Canon by Massimo Vignelli. A glimpse inside the mind of one of the important figures of modernist design. Clear ideas on what should be the foundations of mostly visual design. Numerous examples that convey applications in practice from product design to graphic design to corporate design.
Who uses wireframes, why and how? What are mockups and what makes a good mockup? Best practices for designing mockups in Photoshop and Sketch Advice on how to use mockups of all types and levels 72 example-full pages and design advice.
Why prototyping is mandatory for mobile. How to choose the right prototyping process. How to create prototypes from Photoshop and Sketch files. Immediately actionable advice and excercises Pros and cons of the most popular offline and digital rapid prototyping methods How-to lessons on user flows and rapid prototyping.
What practices are taking over. How designers can better adapt to the ever changing needs of the web. Learn from Great Design by Tom Kenny. Page by page deconstruction across all devices Illustrated points with multiple screenshots.
The State of Web Design: How to use a mobile-first approach by focusing on your content. How to use modular UI design to create reusable elements. A brief introduction to flexbox and what you can do with it. How to handle responsive images and more. The new flat design and 5 characteristic components of it. How to combine minimalism with other styles.
The hottest and latest techniques in flat design with dozens of visual examples. How big companies, such as Nike and Corona, are using flat design to attract their users. Tips and techniques for using typography, color, videos, and effects in a flat design. A basic understanding of 10 web design trends and examples for how to use them effectively. How to use cards, animations, and other flat design techniques for deeper interactivity.
How to be more confident in using typography in your design. How to use colors and captivating photography. Tutorial written by responsive designers for you to use immediately. How to use media queries, typography, responsive images and more. Why and how to achieve a consistent experience accross devices. Responsive and adaptive design techniques Understanding a mobile-first process.
Inspiration on clever card UI use, brilliant typography, vibrant colors, flat design 2. A set of best practices for designing meaningful products. How to design useful products with goal-centered design and minimal viable products MVPs. How to improve the usability of your product and make your product more desirable. Overview of different types of research and when to use them Introduction to research methodologies like remote usability testing, prototype testing, competitor studies, and much, much more … How to organize and share your research results.
Examples for how to communicate UX strategy to your team, define your vision, and turn it into action. How to think about all your different stakeholders including users and beta testers. How to use data to inform your UX strategy and validate your UX strategy. Descriptions of the most helpful UX documents for any design project in all stages of your project. How to create your personalized UX library.
The whole UX process deconstructed, from user research and prototyping, to design and usability testing. UX resources worth browsing every day. Expert opinions on how to think about each design stage and its deliverables. How to use deliverables in lean and agile environments. Designing a brilliant user experience through color, font, and icons by UserTesting. Learn about color theory and UX, and how color impacts your conversion rates. Determine which font is right for your users.
Types of icons and their impact on the user experience. Idiot Buttons: See how Quora increased the perceived value of their content. Discover how Sketch subtly puts your mind at ease.
The Elements of User Experience
How to apply agile UX in the enterprise environment and how to succeed at it. All the things you have to have in mind during the whole process. The challenges and solutions of doing agile UX in enterprise throughout every phase — from research to development to testing. Introduction to neurodesign A useful shortcut to pattern recognitions Examples from companies like Dribbble, Jawbone, Duolingo, Dropbox, MailChimp, Medium, and more … 4-step approach to finding the right pattern for your needs.
How to use the scientific design processes to be more creative. How to change perspectives and uncover new insights that lead to better design. Lots of visual examples to illustrate each tip and point.
How to design web services instead of web pages. How to use onboarding, invisible UIs and feedback to empower users. An overview of the 3 stages of design and how to document them.
Best practices for requirements gathering, user research, UI design, usability testing, and more … How to conduct and document stakeholder and user interviews.
How to do and document user surveys and competitive analysis. How to create personas, user stories, scenarios, and customer journey maps. How to create low- and high-fidelity prototypes. A practical approach to usability testing. A casual tone and memorable graphics. How gamification evolved, what went wrong with it, and how it came back.
Identify the problem your feature should solve and define how you measure success. Mockup the frontend, collect user feedback and refine. Release partially, collect qualitative feedback, and decide if the feature stays.
Learn the most important thing — how people actually use websites and apps. How mental activities such as perception, learning, memory, and problem solving affect usability. A walk through the steps of designing systems based on user-centered tasks. How users interact with design patterns. How to apply empathy to UI design patterns. How to plan, prototype and apply UI patterns.
Topics on involving users as characters, gamifying interfaces, supplementing actions with interactivity, using easter eggs, and creating user journey maps.
Why visuals are such a compelling tool for retention, information processing, evoking emotions and more. No Downloads. Views Total views.
Actions Shares. Embeds 0 No embeds. No notes for slide. The Elements of User Experience: Description From the moment it was published almost ten years ago, Elements of User Experience became a vital reference for web and interaction designers the world over, and has come to define the core principles of the practice. Now, in this updated, expanded, and full-color new edition, Jesse James Garrett has refined his thinking about the Web, going beyond the desktop to include information that also applies to the sudden proliferation of mobile devices and applications.
Successful interaction design requires more than just creating clean code and sharp graphics. You must also fulfill your strategic objectives while meeting the needs of your users. Even the best content and the most sophisticated technology won't help you balance those goals without a cohesive, consistent user experience to support it.
With so many issues involved—usability, brand identity, information architecture, interaction design— creating the user experience can be overwhelmingly complex. This new edition of The Elements of User Experience cuts through that complexity with clear explanations and vivid illustrations that focus on ideas rather than tools or techniques. Garrett gives readers the big picture of user experience development, from strategy and requirements to information architecture and visual design.
Book Details Author:The importance of learnability to hook users on your product. That curiosity also got us wondering: First, and most obvious, are the things people say they want. Why you should look beyond traditional conversions. What features and functionality are important to them? Now, in this updated, expanded, and full-color new edition, Jesse James Garrett has refined his thinking about the Web, going beyond the desktop to include information that also applies to the sudden proliferation of mobile devices and applications.
Having worked in this industry for many years, I was pleasantly surprised to come across such a clear primer.