Dan Ramadan, Creative Director for UX Architecture & Content Design at BBC, tells about the current challenges and opportunities design faces by describing 3 stages of ‘the web’:
Challenges of the past (document retrieval)
Challenges of the present (control and contribution)
Challenges of the future (pervasive and ubiquitous)
Technology is as capable of solving problems as it is of creating them.
The team at BBC can explore how digital experience can enhance our understanding of the world, develop empathy for others, instill pride and commitment to the importance of the individual and the inherent value of shared values and cooperative society.
Although decisions in UX design shouldn’t be based on assumptions, it’s important to use generalizations to prioritize effectively.
An example of a useful tool based on assumptions is poker planning – a technique aimed at estimating work and avoiding anchoring to one guess.
Discussing and working with assumptions can benefit the whole team, help to set realistic expectations and mitigate the risks for further work. Read the full article to learn about how to deal with assumptions in UX design.
A few months ago, while creating a metrics dashboard for a client I had an epiphany: “if a product is only viable when User, Product and Business are equally present (thinking of the product triad), how come most of the existing frameworks focus on isolated parts of the trilogy?”
I created a framework for considering all 3 parts of the equation:
Key Experience Indicators measure the relationship between User and Product, understanding product performance as a result of user satisfaction.
Key Performance Indicators measure the impact of product performance on business results. In other words, KPIs look at product metrics in terms of business results.
Key Business Indicators measure how user experience impacts business results.
This way fo measuring performance:
provides a holistic view of product performance,
makes sure that improvements in one area don’t have a negative impact on others,
and ensures that everybody is thinking in outcomes (company-wide results) rather than outputs (individual metrics)
Read the full article below for information on each triad, how I created the framework, and ways of applying it to your organization.