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Category: UX Design
This category features quality articles on usability, information architecture, interaction design and other user experience (UX) related topics – for digital (Web, mobile, applications, software) and physical products. Through these articles, experts and professionals share with you their valuable ideas, practical tips, useful guidelines, recommended best practices and great case studies. Curated by Chui Chui Tan. Subscribe to the RSS-Feed.
Having a comprehensive data report about your website is like having a Rosetta Stone to guide your decision-making process over the lifetime of the website. A powerful report combines data gathered from a variety of sources, including observation of and interviews with users, and analysis of the website’s analytics.
Assembling this information into one place will help you to make effective design decisions and determine key priorities and will strengthen your position when working with stakeholders. The goal is to put the key insights from your research of a website into a single document. The report would consolidate the most important discoveries from a variety of research techniques and would help you to identify trends.
As UX professionals, we often lead design exercises with our stakeholders, including immediate team members and external clients. In these brainstorming sessions, participants identify opportunities to improve the design, thereby aligning everyone’s vision and expectations of the project.
During such activities, teams will generate concepts as paper or whiteboard sketches. While these artifacts give a ten thousand-foot view of the emerging design, I would argue that they fall short of presenting the pieces as a whole, because they limit participants from visualizing interactivity and the system’s flow. This is where clickthrough prototypes enter the picture.
Responsive Web design has vexed people who build prototypes since the techniques came into use several years ago. While responsive design is an extremely elegant way to handle coding for multiple device types when executed with HTML and CSS, the prototyping tools available to UX professionals have not delivered testable or demonstrable experiences of the same quality. That changed recently with the adaptive views feature that is part of the new Axure RP 7.
Creating responsive prototypes without writing code is now possible with Axure RP 7’s new adaptive views feature. The feature enables you to create one page in Axure RP with several “views.” The view displayed on a given device is determined by the width of the device’s screen.
What is "User Experience Design" exactly? Should you not start it unless you are fully dedicated, or should you embrace it in the process as soon as possible? Are all designers also user experience designers, or is it a separate expertise?
The debate is as old as the discipline itself, and while picking up a bucket of popcorn, sitting back and watching the drama is sometimes fun, let’s try to figure out which user experience techniques are useful for startups, in-house teams, big corporations and anyone who wants to improve their website, product or service.
My colleague Ajay and I have been working at incorporating lean UX at the enterprise level for over two years. In studying it, I find that there’s a temptation to lay down rules, and if the rules aren’t followed... well, then, you can’t call it lean UX. At the end of the day, though, some lean UX is better than none.
"You’re not practicing lean UX if…" If you were told to finish off the following sentence, how would you do it? I asked that very same question on Twitter, LinkedIn and email to some lean UX thinkers out there. My personal conclusion is simple. Lean UX is a set of principles that may be used to guide you to better, more desirable solutions for users. It’s not a process in which each tool is rigidly applied.
I’ve travelled 2517 miles to try to solve 50 problems in 50 days using design, a journey that challenged me to fundamentally rethink my understanding of the user-experience design process.
I set myself a challenge. I wanted to test the limits of design’s ability to solve problems — big and small. To do this, I left the comfort of my computer chair and set out into the unknown. Every day, I had 24 hours to observe a problem, attempt to solve it and then communicate the solution.
Research wall, design wall, research board, ideation wall, inspiration board, moodboard, pinboard — Working walls are known by countless names. Underlying them all is a single idea: that physically pinning our sources of inspiration and work in progress, and surrounding ourselves with them, can help us to rearrange concepts and unlock breakthrough insights.
In their 2009 paper on creativity in design, human media interaction researcher Dhaval Vyas and his colleagues coined the term “artful surfaces” to refer to “surfaces that designers create by externalizing their work-related activities, to be able to effectively support their everyday way of working.”
When a group wants to generate ideas for a new product or to solve a problem, you will usually hear the clarion call, “Let’s brainstorm!” You assemble a group, spell out the basic ground rules for brainstorming (no criticism, wild ideas are welcome, focus on quantity, combine ideas to make better ideas) and then have people yell out ideas one at a time.
Brainstorming is often the method of choice for ideation, but it is fraught with problems that range from participants’ fear of evaluation to the serial nature of the process — only one idea at a time. Brainwriting is an easy alternative or a complement to face-to-face brainstorming, and it often yields more ideas in less time than traditional group brainstorming.
In chess, the psychological dimension that springs from a dialogue between two brains, two ideas, two strategic conceptions that depend on the personality of each chess player has long been somewhat of a romantic mystery. How do Grandmasters think? What strategies do they use?
More often than not, the most successful strategies are rooted in our very own nature. And common to most Grandmasters is that they almost never take the easy way out. A different, better alternative is always available, and they go looking for it. That creativity, that compulsion, that drive to look beyond what comes instinctively is what fuels successful strategies and explains why so few Grandmasters are out there.