Today, too many websites are still inaccessible. In our new book Inclusive Design Patterns, we explore how to craft flexible front-end design patterns and make future-proof and accessible interfaces without extra effort. Hardcover, 312 pages. Get the book now →
Jeff Gothelf is Neo's lean evangelist, spreading the gospel of great team collaboration, product innovation and evidence-based decision making.
Jeff is a speaker and thought leader on the future of user experience design, often teaching workshops or giving talks on building cultures that support teamwork and innovation. Jeff is passionate about advancing the principles that lie at the core of Neo, and often does so on a global scale.
Prior to joining Neo, Jeff lead the UX design teams at TheLadders and Web Trends. Earlier he worked with and lead small teams of software designers at AOL. He is the co-author (with Josh Seiden) of “Lean UX: Applying Lean Principles to Improve User Experience.”
Redesign. The word itself can send shudders down the spines of any Web designer and developer. For many designers and website owners, the imminent onslaught of endless review cycles, coupled with an infinite number of “stakeholders” and their inevitable “opinions,” would drive them to shave their heads with a cheese grater if given a choice between the two. Despite these realities, redesigns are a fact of any online property’s life cycle. Here are five key indications that it’s time to redesign your website and of how extensive that redesign needs to be.
The first and most important indicator that your website is in need of a rethink is metrics that are beginning to tank. There certainly could be other reasons for this symptom (such as your product not fitting the market), but once those are eliminated or mitigated, a constant downward trend in conversions, sales, engagement activities and general user participation indicates that the efficacy of your current design has worn off.
This is the final part in a three-part series on how to build and grow successful user experience teams in agile environments. It covers challenges related to organization, hiring and integration that plague UX teams in these situations. The perspective is that of a team leader, but the tactics described can be applied to multiple levels in an organization.
For many designers, coming into an agile environment feels like settling in a new country. There are different dialects and new rituals. Furthermore, design is treated very differently than they are used to. It is, in fact, through ritual that a UX designer is able to integrate in their agile team. In addition, it is incumbent on the designer to open up the design process for collaboration and critique from other members of the team. Together, these tactics have the potential to yield a successful agile team.
This is the second in a three-part series on how to build and grow successful user experience teams in agile environments. It covers challenges related to organization, hiring and integration that plague UX teams in these situations. The perspective is that of a team leader, but the tactics described can be applied to multiple levels in an organization.
As you build and grow an agile UX team, hiring becomes a central point of impact for the team. Understanding what to look for in designers and how to assess their potential success (or failure) in your agile environment can be tricky. In addition, not all (and potentially none) of your legacy designers will integrate with the agile methodology. Here are a few ways to go about it.
This is the first in a three-part series on how to build and grow successful user experience teams in agile environments. It covers challenges related to organization, hiring and integration that plague UX teams in these situations. The perspective is that of a team leader, but the tactics described can be applied to multiple levels in an organization.
Building any kind of agile team is a lengthy and challenging process. Building a user experience team within an agile organization challenges not only traditional design practices but typical design team dynamics. In this first part, we’ll look at the type of culture that would support a strong UX component in the agile process and how to structure the organization so that designers are most effective and are able to thrive.
Anyone designing Web-based properties today requires a basic understanding of interaction design principles. Even if your training is not formally in human-computer interaction, user experience design or human factors, knowing the fundamentals of these disciplines greatly enhances the chances of your design’s success. This is especially true for visual designers. Many visual designers are formally trained in art school and informally trained at interactive agencies.
While these institutions focus on designing communications, neither typically provides a strong interaction design foundation. Having a broader skill set not only makes your designs more successful but makes you more valuable and employable (i.e. you become the unicorn). While in no way exhaustive, to get you started, here are five key tactics to understand and implement in your next project.
User experience design for the Web (and its siblings, interaction design, UI design, et al) has traditionally been a deliverables-based practice. Wireframes, site maps, flow diagrams, content inventories, taxonomies, mockups and the ever-sacred specifications document (aka “The Spec”) helped define the practice in its infancy. These deliverables crystallized the value that the UX discipline brought to an organization.
Over time, though, this deliverables-heavy process has put UX designers in the deliverables business — measured and compensated for the depth and breadth of their deliverables instead of the quality and success of the experiences they design. Designers have become documentation subject matter experts, known for the quality of the documents they create instead of the end-state experiences being designed and developed.
A strong personal brand is beneficial on many levels. At the core it differentiates the designer, developer, marketer, etc, from the rest of the pack within crowded disciplines. It functions as a self-promotion agent that works for the practitioner 24/7/365 ultimately ensuring this person becomes a magnet for new and interesting work opportunities.
The foundation of a personal brand is initially created by consistently doing good work. From there, commenting, interacting and reacting in public discussion forums, blogging, Twitter, Facebook and the publication of articles and even books further solidify an individual as a thought leader.
However, “the idea of personal brand is often associated with independent practitioners”, as David Armano puts it. And for independents there are typically no conflicts as they are in the business of promoting themselves, their skills and knowledge. However, for practitioners working within corporations and interactive agencies, the challenge becomes balancing their personal brands with the corporate brand.