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Category: UX Design
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.
If you have to design an interface it's almost obvious to think to begin the process by drawing. But is this the best way? I once casually started by writing an imagined human-computer conversation, and only afterwards I continued by drawing. This changed my way of thinking and I never went back to drawing first. This article will explain the reasons behind my decision.
I have always been a huge admirer of the guys at Basecamp. Some time ago, I was reading a tweet by Jason Zimdars, one of its designers: “UI design starts with words.” He wasn’t joking. The comment got a lot of retweets, a lot of favorites. Everyone understood what he meant — except me.
A/B testing, also known as split testing, is the method of pitting two versions of a landing page against each other in a battle of conversion. You test to see which version does a better job of leading visitors to one of your goals, like signing up or subscribing to a newsletter. You can test two entirely different designs for a landing page or you can test small tweaks, like changes to a few words in your copy.
Running A/B tests on your website can help you improve your communication with visitors and back up important design decisions with real data from real users. With the multitude of tools available (detailed later), split testing has become easy for even non-technical people to design and manage.
When working on a project, have you ever felt that you and the rest of the team were making a lot of decisions based on assumptions? Having to make choices with limited information is not unusual — especially in complex projects or with brand new products.
Phrases like “We think people will use this feature because of X” or “We believe user group Y will switch to this product” become part of the early deliberation on what to develop and how to prioritize.
An "affordance" is a perceived signal or clue that an object may be used to perform a particular action. A chair sits at around knee height and appears to provide support. It affords sitting. A toothbrush has a handle a little longer than the human palm. It affords gripping.
All of the objects that surround us have affordances: some are explicit (the “Push” sign above a door handle), and others are hidden (a chair could be used to break a window or used as a weapon). The term was first coined by psychologist James G. Gibson, then introduced to human-computer interaction by Donald Norman in his book The Psychology of Everyday Things, required reading for budding industrial and product designers everywhere.
How do you balance the creative control you give to the users, the usability of the product they make with your tool and the flexibility of that tool? We designers have always had a problem of handing over creative control to the general population — the basic users. There are two reasons for this.
The true power of the web has always depended on the open nature of its technology. Anyone who’s interested can create a website, and anyone with an idea could turn out the next Facebook. Technology takes no heed of gender, creed or race, but is reduced down to code and the desire to create.
This great power has produced unbounded enthusiasm, and everyone you meet has an idea for the “next great website or app.” Buried within this enthusiasm, however, is the harsh reality that many new products fail. But what should you do if your product does fail? How do you close a product with dignity, so that both you and your users leave on good terms?
As a UX researcher, I'm always looking for novel ways to present information to the different audiences I work for. My collaborators and clients aren't limited to UX designers, software developers and UI visual designers.
I regularly conduct studies for executives who are responsible for business strategy, product planning, operations, sales and marketing, and professional education. At the conclusion of each study, my challenge is to create a final deliverable tailored to a specialized audience.
How do we make navigation as simple and predictable as possible? As explained in part 1 of this series, the first two steps are to structure content in a way that naturally narrows the navigation options, and to explain those options in a way that minimizes the cognitive load on users.
However, two more steps are required — namely, to choose the right type of navigation menu, and then to design it. The second part of this series addresses the third step and discusses which type of navigation menu is best suited to which content.
How robust is your user experience design process? We all have our favored methods and techniques, but the general process is similar: Conduct research, prototype, then present to stakeholders and users.
We’ve delivered projects successfully, rectified problems and honed our ability to deliver in different scenarios. However, we all know that every project is unique, and every once in a while something will take you by surprise.
Our users are precious about their time and we must stop wasting it. On each project ask two questions: “Am I saving myself time at the expense of the user?” and “How can I save the user time here?” What is the single most precious commodity in Western society? Money? Status? I would argue it is time.
We are protective of our time, and with good reason. There are so many demands on it. We have so much to do. So much pressure. People hate to have their time wasted, especially online. We spend so much of our time online these days, and every interaction demands a slice of our time. One minor inconvenience on a website might not be much, but, accumulated, it is death by a thousand cuts.
You probably know by now that you should speak with customers and test your idea before building a product. What you probably don’t know is that you might be making some of the most common mistakes when running your experiments.
Mistakes include testing the wrong aspect of your business, asking the wrong questions and neglecting to define a criterion for success. This article is your guide to designing quick, effective, low-cost experiments.
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.