The UX Book: Agile UX Design for a Quality User Experience

Front Cover
The UX Book: Agile UX Design for a Quality User Experience
Copyright
Dedication
Contents
Preface
	\"UX\" Means User Experience
	Goals for This Book
	Usability Is Still Important
	But User Experience Is More Than Usability
	A Practical Approach
	Practical UX Methods
	From an Engineering Orientation to a Design Orientation
	Audiences
	Whats Changed Since the First Edition?
	New Content and Emphasis
	Tightened Up the Verbose Text
	A More Relaxed Approach to Grammar and Writing Style
	What We Dont Cover
	About the Exercises
	Team Projects
	About the Authors
Acknowledgments
Guiding Principles for the UX Practitioner
Part 1: Introduction
	Chapter 1: What Are UX and UX Design?
		1.1. The Expanding Concept of Interaction
		1.2. Definition of UX
			1.2.1. Distinction From ``UI´´
			1.2.2. Distinction from ``HCI´´
			1.2.3. What Does ``UX´´ Mean?
			1.2.4. The Rise of UX
			1.2.5. What Is User Experience?
				1.2.5.1. Interaction, direct or indirect
				1.2.5.2. Totality of effects
				1.2.5.3. User experience is felt internally by the user
				1.2.5.4. Context and ecology are crucial to user experience
		1.3. UX Design
			1.3.1. Can a User Experience Be Designed?
			1.3.2. Importance of UX Design
		1.4. The Components of UX
			1.4.1. An Analogy With Fine Dining
			1.4.2. Usability
			1.4.3. Usefulness
			1.4.4. Emotional Impact
				1.4.4.1. Why include emotional impact?
				1.4.4.2. Deeper emotions
				1.4.4.3. Joy, excitement, and fun
				1.4.4.4. Attractive designs somehow work better
				1.4.4.5. Engagement and enticement
				1.4.4.6. Coolness and ``wow´´ in UX design
				1.4.4.7. Role of branding, marketing, and corporate culture
			1.4.5. Meaningfulness
		1.5. What UX Is Not
			1.5.1. Not Dummy Proofing or User Friendliness
			1.5.2. Not Just About Dressing Things Up in a Pretty Skin
			1.5.3. Not Just a Diagnostic View
		1.6. Kinds of Interaction and UX
			1.6.1. Localized Interaction
			1.6.2. Activity-Based Interaction
			1.6.3. System-Spanning Interaction
			1.6.4. The Dagstuhl Framework of Interaction and UX
		1.7. Service Experience
		1.8. Why Should We Care? The Business Case for UX
			1.8.1. Is the Fuss Over Usability Real?
			1.8.2. No One Is Complaining and It Is Selling Like Hotcakes
			1.8.3. Cost Justification
	Chapter 2: The Wheel: UX Processes, Lifecycles, Methods, and Techniques
		2.1. Introduction
			2.1.1. Where Are We Heading?
			2.1.2. The Need for Process
			2.1.3. What Do You Get by Having a Process?
		2.2. The Basic Process Components for UX
			2.2.1. UX Design Lifecycle
			2.2.2. UX Lifecycle Activities
			2.2.3. UX Design Lifecycle Process
			2.2.4. The Wheel: A Model of the UX Lifecycle
			2.2.5. Lifecycle Subactivities
			2.2.6. UX Methods
			2.2.7. UX Techniques
			2.2.8. A Hierarchy of Terms
		2.3. The Fundamental UX Lifecycle Activities
			2.3.1. The Understand Needs UX Lifecycle Activity
			2.3.2. The Design Solutions UX Lifecycle Activity
				2.3.2.1. Interpretation of ``design´´: broad versus narrow
			2.3.3. The Prototype Candidates UX Lifecycle Activity
			2.3.4. The Evaluate UX Lifecycle Activity
		2.4. UX Design Techniques as Life Skills
			2.4.1. Observation
			Exercise 2.1: Make Some Deeper Observations
			2.4.2. Abstraction
			2.4.3. Note Taking
			2.4.4. Data/Idea Organization
			2.4.5. Modeling
			2.4.6. Storytelling
			2.4.7. Immersion
			2.4.8. Brainstorming
			2.4.9. Sketching and Drawing
			2.4.10. Framing and Reframing
			2.4.11. Reasoning and Deduction
			2.4.12. Prototyping and Envisioning
			2.4.13. Critical Thinking
			2.4.14. Iteration
			2.4.15. UX Techniques Are Used in Combination
		2.5. Choosing UX Processes, Methods, and Techniques
			2.5.1. The UX Lifecycle Process Choice
			2.5.2. The Idea of Appropriating Methods and Techniques
				2.5.2.1. Design situations: Dependencies that govern lifecycle activity, method, and technique choices
				2.5.2.2. Choosing methods and techniques
				2.5.2.3. Mapping project parameters to lifecycle activity, method, and technique choices
	Chapter 3: Scope, Rigor, Complexity, and Project Perspectives
		3.1. Introduction
			3.1.1. Rigor and Scope: Project Parameters that Determine Process Choices
		3.2. Rigor in a UX Method or Process
			3.2.1. What Is Rigor?
			3.2.2. Complexity as an Influence on the Need for Rigor
				3.2.2.1. The system complexity space
				3.2.2.2. Interaction complexity
				3.2.2.3. Domain complexity
				3.2.2.4. The system complexity space quadrants
					Simple interaction, simple work domain
					Complex interaction, complex work domain
					Complex interaction, simple work domain
					Simple interaction, complex work domain
					Gradations within the system complexity space
			3.2.3. Domain Familiarity as an Influence on the Need for Rigor
			3.2.4. Risk Aversion Influences the Need for Rigor
				3.2.4.1. The risk of data loss
				3.2.4.2. Risks associated with legal, safety, and compliance constraints
			3.2.5. The Stage of Development within Your Project as an Influence on the Need for Rigor
			3.2.6. Project Resources: Budgets, Schedules, and/or Personnel Capabilities are Determiners of Rigor
			3.2.7. Being Rapid in Lifecycle Activities, Methods, and Techniques
				3.2.7.1. Not every project needs rigorous UX methods
				3.2.7.2. Rapid methods are a natural result
				3.2.7.3. Over time our need for rigor has diminished
				3.2.7.4. Rapidness principle: Work as rapidly as you can
		3.3. Scope of Delivery
		3.4. The Commercial Product Perspective and the Enterprise System Perspective
			3.4.1. The Commercial Product Perspective
				3.4.1.1. Single-user products
				3.4.1.2. Multiuser collaborative products
			3.4.2. The Enterprise System Perspective
	Chapter 4: Agile Lifecycle Processes and the Funnel Model of Agile UX
		4.1. Challenges in Building Systems
			4.1.1. Change Happens During a Project
				4.1.1.1. Evolution of project requirements and parameters
				4.1.1.2. External changes
			4.1.2. Two Views of These Changes
				4.1.2.1. Reality
				4.1.2.2. Designers understanding of these changes
			4.1.3. The Gap Between Views
			4.1.4. Responding to Change
			4.1.5. Closing the Gap
			4.1.6. True Usage is the Only Ascertainer of Requirements
			4.1.7. Communicating Feedback About Requirements
				4.1.7.1. Communication problems on the users side
		4.2. The Old Waterfall SE Lifecycle Process
			4.2.1. The Waterfall Process was an Early SE Attempt to Get Organized
			4.2.2. The Waterfall Process Did Have Some Feedback, But Not the Right Kind
				4.2.2.1. Verification and validation of phase work products
				4.2.2.2. But this wasnt enough
				4.2.2.3. Change discovered was too expensive to address
				4.2.2.4. Feedback was not communicated well with respect to user needs
				4.2.2.5. The bottom line
		4.3. Embracing an Agile Lifecycle Process
			4.3.1. Scope and Chunking are Key to Real Usage Feedback
			4.3.2. On the UX Side, Weve Always Had a Measure of Agility Without Chunking
			4.3.3. But SE Hasnt Had the Luxury of Making User-Facing Prototypes
			4.3.4. And SE Wasnt That Interested in Users, Anyway
			4.3.5. So Why Have we in UX Followed SE into an Agile Approach?
		4.4. The Funnel Model of Agile UX
			4.4.1. Why a New Model Was Needed
				4.4.1.1. Speed kills: Rapidness and agility are not the same
				4.4.1.2. The single biggest problem: UX was expected to follow the agile SE flow completely
			4.4.2. Introducing the Funnel Model of Agile UX
				4.4.2.1. Scope in the funnel model
				4.4.2.2. Speed and rigor in the funnel model
			4.4.3. Late Funnel Activities
				4.4.3.1. Syncing agile UX with agile SE sprints
			4.4.4. Early Funnel Activities
				4.4.4.1. The need to establish a conceptual design
				4.4.4.2. Small systems with low complexity
				4.4.4.3. SE needs a funnel model, too
				4.4.4.4. The nexus of early and late parts of the funnel
	Chapter 5: Prelude to the Process Chapters
		5.1. Introduction
		5.2. Intertwining of Processes, Methods, and Techniques
			5.2.1. Activity Timing
			5.2.2. Can We Describe It that Way in a Book?
			5.2.3. Readers Need a ``Pure´´ Description of Each Lifecycle Activity
		5.3. A dedicated UX Design Studio, an Essential Tool for Teamwork
			5.3.1. Why You Need a UX Design Studio
			5.3.2. What You Need in Your UX Design Studio
			5.3.3. Dedicated Space
			5.3.4. The Virginia Tech Industrial Designs Studio: The Kiva
		5.4. The Project Commission: How Does a Project Start?
			5.4.1. Key UX Team Roles from the Start
				5.4.1.1. Usage researcher
				5.4.1.2. UX designer
				5.4.1.3. Graphic or visual designer
				5.4.1.4. UX analyst
				5.4.1.5. Product owner
		5.5. The Middleburg University Ticket Transaction Service and the New Ticket Kiosk System
			5.5.1. The Existing System: The Middleburg University Ticket Transaction Service (MUTTS)
				5.5.1.1. Organizational context of the existing system
			5.5.2. The Proposed New System: The Ticket Kiosk System
			5.5.3. Rationale
		5.6. The Product Concept Statement
			5.6.1. Whats in a Product Concept Statement?
			5.6.2. Introduction to Process-Related Exercises
			Exercise 5.1: Product Concept Statement for a Product or System of Your Choice
		5.7. Welcome to the Process Chapters
	Chapter 6: Background: Introduction
		6.1. This is a Reference Chapter
		6.2. Brief History and Roots of HCI and UX
			6.2.1. Frederick Winslow Taylor: Scientific Management
			6.2.2. Early Industrial and Human Factors Engineering
			6.2.3. Dreyfuss, after WW II
			6.2.4. Human Factors Meets HCI
			6.2.5. Computer Science: Hardware and Software Foundations of Human-Computer Interaction
			6.2.6. Changing Concepts of Computing and Interaction
				6.2.6.1. Disappearing technology
				6.2.6.2. Embedded, ubiquitous, and ambient interaction
				6.2.6.3. Situated, embodied, and tangible interaction
			6.2.7. Evolving Importance of UX
				6.2.7.1. Emerging desire for usability
				6.2.7.2. The rise of usability engineering
				6.2.7.3. The rise of user experience
		6.3. Shifting Paradigms in HCI and UX
			6.3.1. Engineering Paradigm
			6.3.2. Human Information Processing (HIP) Paradigm
			6.3.3. Phenomenological Paradigm
				6.3.3.1. Making meaning
			6.3.4. All three paradigms have a place in design and development
		6.4. Fun Interaction at Work
			6.4.1. What about Fun at Work
			6.4.2. Fun Can Make Some Work More Interesting
			6.4.3. But Fun Can Trade Off with Usability
			6.4.4. Fun Is Not Compatible with Some Work Situations
		6.5. Who Introduced The Waterfall Model?
		6.6. Silos, Walls, and Boundaries
			6.6.1. Working in Silos
			6.6.2. Throwing it Over the Wall
			6.6.3. Many Projects Collapsed Under the Weight
			6.6.4. UX Design Suffers
Part 2: Usage Research
	Chapter 7: Usage Research Data Elicitation
		7.1. Introduction
			7.1.1. You Are Here
			7.1.2. Usage Research Isnt about Asking Users What They Want
		7.2. Some Basic Concepts of Usage Research Data Elicitation
			7.2.1. The Concepts of Work, Work Practice, and Work Domain
			7.2.2. Understanding Other People\'s Work Practice
			7.2.3. Protecting Your Sources
			7.2.4. Not the Same as Task Analysis or a Marketing Survey
			7.2.5. Are We Studying an Existing Product/System or a New One?
		7.3. Data Elicitation Goals and Our Approach
			7.3.1. Eliciting Data to Synthesize a Broad Overall Picture
			7.3.2. It Requires Real Detective Work
			7.3.3. Tactical Goals
				7.3.3.1. Using usage research data rather than opinion
		7.4. Before the Visit: Prepare for Data Elicitation
			7.4.1. Learn about the Subject Domain
			7.4.2. Learn about the Client Company/Organization
			7.4.3. Learn about the Proposed Product or System
			7.4.4. Decide on Your Data Sources
				7.4.4.1. Interview subject-matter experts (SMEs)
				7.4.4.2. Use dual experts
				7.4.4.3. Listen to focus groups
				7.4.4.4. Employ user surveys
				7.4.4.5. Do competitive analysis
				7.4.4.6. Acquire domain knowledge through education
				7.4.4.7. Be your own domain expert
			7.4.5. Choose Visit Parameters
			7.4.6. Data Elicitation Goals Based on Scope
			7.4.7. Organize Your Data Elicitation Team
			7.4.8. Recruit Participants
			7.4.9. Identify Settings in Which to Study Usage
			7.4.10. Establish Need to Observe Users in Their Work Context
			7.4.11. Establish Management Understanding of Need to Keep Pressure Off Interviewees and Give Them Freedom to Comment Hon ...
			7.4.12. Prepare Your Initial Questions
		7.5. During the Visit: Collect Usage Data
			7.5.1. Set the Stage Upfront
			7.5.2. Interviewing versus Observing: What They Say versus What They Do
			7.5.3. Hints for Successful Data Elicitation
			7.5.4. Kinds of Information to Look for
				7.5.4.1. Specific Information to Look for
					User work roles
					User persona information
					Inputs to user stories
					Artifacts of the work practice and how they are used
					Flow of information and artifacts
					User tasks
					Physical work environment
					Information architecture
					Photo ops
				7.5.4.2. General information to look for
					Shadowing and the user journey
					Activity-based interaction data and the broader ecology
			7.5.5. Capture the Data
			7.5.6. For High Rigor, Maintain Connections to Data Sources
			7.5.7. Writing Good Raw Data Notes
			Exercise 7-1: Usage Research Data Elicitation for the Product or System of Your Choice
			7.5.8. Getting the Most Out of Data Elicitation
	Chapter 8: Usage Research Data Analysis
		8.1. Introduction
			8.1.1. You Are Here
			8.1.2. Overview of Usage Research Analysis Subactivities
		8.2. Distill the Essence from Your Usage Research by Synthesizing Work Activity Notes
			8.2.1. Work Activity Notes can be Handwritten or Typed into a Laptop
			8.2.2. Make Each Work Activity Note Elemental
			8.2.3. Make Each Work Activity Note Brief and Concise
			8.2.4. Make Each Work Activity Note Complete
			8.2.5. Make Each Work Activity Note Modular by Retaining Context
				8.2.5.1. Dont use an indefinite pronoun, such as \"this,\" \"it,\" \"they,\" or \"them\" unless its referent has already  ...
			8.2.6. Additional Information to Accompany Work Activity Notes
			8.2.7. For High Rigor, Maintain Connections to Data Sources
			8.2.8. Preview of Sorting Work Activity Notes into Categories
		8.3. Extract Work Activity Notes that Are Inputs to User Stories or Requirements
			8.3.1. User Stories and Requirements
			8.3.2. Extracting Inputs to User Stories or Requirements
		8.4. Extract Notes that Are Inputs to Usage Research Models
			8.4.1. Modeling Started Back at the Project Beginning
		8.5. The Remaining Work Activity Notes Become Inputs to your Method for Organizing the Notes by Category
			8.5.1. Print Work Activity Notes
			Exercise 8-1: Work Activity Notes for Your Product or System
		8.6. Organize the Work Activity Notes
			8.6.1. Card Sorting Is a Simple Technique for Data Organization
		8.7. For Higher Rigor in Complex Projects, Construct a WAAD
			8.7.1. Affinity Diagrams
			8.7.2. Prepare Your Work Space and Your Team
			8.7.3. Compartmentalize the WAAD, Separating it by User Work Roles
			8.7.4. The Bottom-Up Process of WAAD Building
				8.7.4.1. Posting work activity notes
				8.7.4.2. Labels for groups of notes
				8.7.4.3. Growing labels with growing groups
				8.7.4.4. Splitting large groups
				8.7.4.5. As you work
			8.7.5. Use Technology to Support WAAD Building
			8.7.6. Continue Organizing Groups into a Hierarchy
			8.7.7. At the End, Create \"Highlights\"
			8.7.8. Observations from This Example
		8.8. Lead a Walkthrough of the WAAD to Get Feedback
			Exercise 8-2: WAAD Building for Your Product or System
		8.9. Synthesize the \"Elephant\" that Is User Work Practice and Needs
	Chapter 9: Usage Research Data Modeling
		9.1. Introduction
			9.1.1. You Are Here
			9.1.2. What Are Usage Research Data Models and How Are They Used
			9.1.3. Kinds of Data Models
			9.1.4. Modeling Should Already be Well Established
		9.2. Some General \"How to\" Suggestions for Data Modeling
			9.2.1. How Modeling Can Overlap with Usage Research Data Elicitation and Analysis
			9.2.2. For High Rigor, Maintain Connections to Data Sources
		9.3. The User Work Role Model
			9.3.1. What is a User Work Role?
			9.3.2. Subroles
			9.3.3. Mediated Work Roles
			Exercise 9-1: Identifying User Work Roles for Your Product or System
			9.3.4. User Class Definitions
				9.3.4.1. Knowledge- and skills-based characteristics
				9.3.4.2. Physiological characteristics
			Exercise 9.2: User Class Definitions for Your Product or System
			9.3.5. Post the Work Role Modeling Results
		9.4. User Personas
			9.4.1. What Are User Personas?
			9.4.2. Extracting Data for Personas
			9.4.3. A Preview of How to Create Personas
			Exercise 9.3: Early Sketch of a User Persona
		9.5. The Flow Model
			9.5.1. What Is a Flow Model?
			9.5.2. Central Importance of the Flow Model
			9.5.3. How to Make a Flow Model
			Exercise 9.4: Creating a Flow Model for Your Product or System
			9.5.4. The Customer Journey Map, a Kind of Flow Model
		9.6. Task Structure Models-The Hierarchical Task Inventory (HTI)
			9.6.1. The Task Models
			9.6.2. Benefits of a Task Structure Model
			9.6.3. Tasks versus Functions
			9.6.4. Create an HTI Model
			9.6.5. Hierarchical Relationships
			9.6.6. Avoid Temporal Implications
			9.6.7. HTI Can Often be Decomposed by User Work Role
			Exercise 9.5: HTI for Your Product or System
		9.7. Task Sequence Models
			9.7.1. What Are Task Sequence Models?
			Exercise 9-6: Usage Scenarios as Simple Task-Sequence Models for Your Product or System
			9.7.2. Components of Task Sequence Models
				9.7.2.1. Task and step goals
				9.7.2.2. Task triggers
				9.7.2.3. Task barriers
				9.7.2.4. Information and other needs in tasks
			9.7.3. How to Make a Step-by-Step Task Sequence Description
			9.7.4. Beyond Linear Task Sequence Models
			9.7.5. Essential Use Case Task Sequence Models
			Exercise 9.7: Task Sequence Model for MUTTS Ticket Buying
			9.7.6. State Diagrams: The Next Step in Representing Task Sequencing and Navigation
		9.8. Artifact Model
			9.8.1. Whats in an Artifact Model?
			9.8.2. Constructing the Artifact Model
		9.9. Physical Work Environment Model
			9.9.1. Include Hardware Design, When Appropriate
			9.9.2. Include Environmental Factors, When Appropriate
		9.10. Information Architecture Model
		9.11. The Social Model
			9.11.1. The Social Model Captures the Culture of the Shared Workplace
			9.11.2. Simplified Approach to the Social Model
			9.11.3. Identify Active Entities
			9.11.4. Identify Kinds of Issues, Pressures, Worries, and Concerns
			9.11.5. Add Concerns and Influences to the Social Model List
			Exercise 9.8: A Social Model for Your Product or System
			Exercise 9.9: A Social Model for Smartphone Usage
		9.12. Hybrid Models
		9.13. Model Consolidation
		9.14. Wrap Up
			9.14.1. Barrier Summaries Across All Models
			9.14.2. Post Data Models in Your UX Design Studio
	Chapter 10: UX Design Requirements: User Stories and Requirements
		10.1. Introduction
			10.1.1. You are Here
			10.1.2. User Stories and Requirements Are About Codifying UX Design Wants
			10.1.3. Introduction to User Stories
			10.1.4. Introduction to Requirements
			10.1.5. Choose the Approach You Need
			10.1.6. Requirements in the UX World
				10.1.6.1. Requirements as design goals, not constraints
				10.1.6.2. UX requirements versus UX design prototypes as SE requirements
				10.1.6.3. Software and functional implications of UX design requirements
			10.1.7. Formal Requirements are Waning in Popularity
		10.2. User Stories
			10.2.1. The Truth About User Stories
				10.2.1.1. Asking users what they wanted was originally discouraged
				10.2.1.2. How can user stories make for complete requirements?
				10.2.1.3. Cleaning up the user stories
			10.2.2. What is a User Story?
			10.2.3. Team Selection
			10.2.4. Writing a User Story
			10.2.5. Extrapolation Requirements in User Stories: Generalization of Usage Research Data
			10.2.6. Organize Sets of User Stories for Use in UX Design
			10.2.7. Prioritizing User Stories for Design and Development
		10.3. UX Design Requirements
			10.3.1. Degree of Formality Can Vary
			10.3.2. Team Selection
			10.3.3. The Requirements Structure Evolves
			10.3.4. Compose Requirements Statements
			10.3.5. The Requirement Statement and Requirements Document
			10.3.6. Things to Look for in Your Requirements Notes
				10.3.6.1. Keep an eye out for emotional impact requirements and other ways to enhance the overall user experience
				10.3.6.2. Questions about missing data
				10.3.6.3. System support needs
				10.3.6.4. Constraints as requirements
			Exercise 10.1: Constraints for Your Product or System
			Exercise 10.2: Writing Requirement Statements for Your Product or System
		10.4. Validating User Stories and Requirements
			10.4.1. Coordinating Requirements, Terminology, and Consistency
			10.4.2. Take User Stories and Requirements Back to Customers and Users for Validation
			10.4.3. Resolve Organizational, Social, and Personal Issues Arising Out of Work Practice Changes
	Chapter 11: Background: Understand Needs
		11.1. This is a Reference Chapter
		11.2. A True Story: Voting Trouble Experienced by a Senior Citizen
		11.3. History of Contextual Inquiry
			11.3.1. Roots in Activity Theory
			11.3.2. Roots in Ethnography
			11.3.3. Getting Contextual Studies into HCI
			11.3.4. Connections to Participatory Design
		11.4. The SSA Model District Office-An Extreme and Successful Example of an Environment for Data Elicitation
		11.5. Roots of Essential Use Cases in Software Engineering
Part 3: UX Design
	Chapter 12: The Nature of UX Design
		12.1. Introduction
			12.1.1. You Are Here
			12.1.2. Moving Across the Gap from Analysis to Design
			12.1.3. Universality of Design and Relationship to Other Fields
			12.1.4. Relationship to Design in Architecture
			12.1.5. The Interdisciplinary Nature of Design
		12.2. What is Design?
			12.2.1. Two Ways the Word ``Design´´ is Used
				12.2.1.1. Design as a noun
				12.2.1.2. Design as a verb
		12.3. The Purpose of Design: Satisfying Human Needs
			12.3.1. A Pyramid of Human Needs
		12.4. Information, Information Design, and Information Architecture
			12.4.1. What is Information?
			12.4.2. Information Science
			12.4.3. Information Architecture
			12.4.4. Pervasive IA
			12.4.5. Information Architecture is so Much More
			12.4.6. Information Design
		12.5. Iteration in the Design Creation Sublifecycle
			12.5.1. Deciding on the Design Goal
			12.5.2. Generative Design Iteration
			12.5.3. Conceptual Design Iteration
			12.5.4. Intermediate Design Iteration
			12.5.5. Detailed Design Iteration
			12.5.6. Design Refinement Iteration
			12.5.7. SE Implementation
			12.5.8. UX Compliance Phase
		12.6. Design Lifecycle for the Agile UX Funnel
	Chapter 13: Bottom-Up Versus Top-Down Design
		13.1. Introduction
			13.1.1. You Are Here
		13.2. Bottom-Up Design: Designing for Existing Work Practice
			13.2.1. Recap of Our Process Steps Thus Far
			13.2.2. The Process so far is Bottom Up
			13.2.3. Human-Centered Design or User-Centered Design: Common Names for Bottom-Up Design
			13.2.4. Designing for Existing Work Practice is Practical
			13.2.5. The Role of Biases and Constraints
				13.2.5.1. Bias and inertia from existing usage and user preferences
				13.2.5.2. Bias and inertia from market success
				13.2.5.3. Effects from advances in technology
			13.2.6. Bottom-Up Design is Less Likely to Lead to Innovative Possibilities
		13.3. Abstract Work Activities
			13.3.1. Nature of Work and Work Practice
			13.3.2. Abstract Work Activity
			13.3.3. Work Activity Instances
			13.3.4. Why is it Useful to Start Top-Down Design with Abstract Work Activities?
				13.3.4.1. Provide a clearer understanding of the essence of work
				13.3.4.2. Illuminate possible design targets
		13.4. Top-Down Design: Designing for the Abstract Work Activity
			13.4.1. Top-Down Design Goal
			13.4.2. Characteristics of Top-Down Design
			13.4.3. Top-Down Design is not Always Practical
			13.4.4. Easing the Transition for Customers and Users
			13.4.5. Hedging Against Risks of Top-Down Design
			13.4.6. Extreme Top-Down Design is the Path to Disruptive Design
	Chapter 14: Generative Design: Ideation, Sketching, and Critiquing
		14.1. Introduction
			14.1.1. You Are Here
			14.1.2. Preparing for Design Creation: Immersion
			14.1.3. The Role of Synthesis
			14.1.4. Overview of Generative Design: Intertwining of Ideation, Sketching, and Critiquing
		14.2. Ideation
			14.2.1. The Creative Role of Ideation in Design
			14.2.2. Ideas: The Building Blocks of Design
				14.2.2.1. What is an idea?
			14.2.3. Ideation Scope
			14.2.4. Ideation Informers, Catalysts, and Techniques
			14.2.5. Doing Ideation
			Exercise 14-1: Ideation About Aircraft Flight Recorders
			14.2.6. Ideation Informers
				14.2.6.1. User work roles
				14.2.6.2. Personas
			Exercise 14-2: Creating a User Persona for Your System
				14.2.6.3. Flow models and physical models
				14.2.6.4. Activity-based interaction and design
				14.2.6.5. Task structure and sequence models
				14.2.6.6. Artifact model
				14.2.6.7. Information architecture model
				14.2.6.8. Social models
				14.2.6.9. Requirements
			14.2.7. Ideation Catalysts
				14.2.7.1. The eureka moment
			14.2.8. Ideation Techniques
				14.2.8.1. Framing and reframing
				14.2.8.2. Abstraction: Getting back to the basics
				14.2.8.3. Magic wand: Asking \"what if?\"
				14.2.8.4. Incubation
				14.2.8.5. Design patterns and experience
				14.2.8.6. Traverse the different dimensions of the problem space
				14.2.8.7. Seek opportunities for embodied and tangible interaction
		14.3. Sketching
			14.3.1. Characteristics of Sketching
				14.3.1.1. Sketching is essential to ideation and design
				14.3.1.2. Sketching is a conversation about user experience
				14.3.1.3. Sketching is embodied cognition to aid invention
			14.3.2. Doing Sketching
				14.3.2.1. Stock up on sketching and mockup supplies
				14.3.2.2. Use the language of sketching
			14.3.3. Exercise 14-3: Practice in Ideation and Sketching
			14.3.4. Physical Mockups as Embodied Sketches
		14.4. Critiquing
			14.4.1. Include Users in the Critiquing Activity
		14.5. ``Rules of Engagement´´ for Ideation, Sketching, and Critiquing
			14.5.1. Behave Yourself
			14.5.2. Be Aware of Which Mode You Are In
			14.5.3. Iterate to Explore
	Chapter 15: Mental Models and Conceptual Design
		15.1. Introduction
			15.1.1. You Are Here
			15.1.2. Mental Models
		15.2. How a Conceptual Design Works as a Connection of Mental Models
			15.2.1. The Ideal Mental Model in Context
			15.2.2. The Designers Mental Model in Context
			15.2.3. The Users Mental Model in Context
			15.2.4. The Conceptual Design as Mapping Between Mental Models
		15.3. Design Starts with Conceptual Design
			15.3.1. Need for a Conceptual Design Component at Every Level in the User Needs Pyramid
			15.3.2. Conceptual Design for Work Practice Ecology: Describing Full Usage Context
			15.3.3. Conceptual Design for Interaction: Describing How Users Will Operate It
			15.3.4. Conceptual Design in the Emotional Perspective: Describing Intended Emotional Impact
			15.3.5. Leveraging Design Patterns in Conceptual Design
			15.3.6. Leveraging Metaphors in Conceptual Design
				15.3.6.1. Metaphors can cause confusion if not used properly
			15.3.7. Conceptual Design for Subsystems by Work Role
			Exercise 15.1: Conceptual Design for Your System
	Chapter 16: Designing the Ecology and Pervasive Information Architecture
		16.1. Introduction
			16.1.1. You Are Here
		16.2. Designing for Ecological Needs
			16.2.1. Ecological Design: Foundational Layer of the Needs Pyramid Often Overlooked
			16.2.2. Designing the Ecology is about Usage Context
			16.2.3. Pervasive Information Architecture
			16.2.4. Ecological Design Spans Multiple Interaction Channels
			16.2.5. A Single Platform in an Ecology Can Have Multiple Interaction Channels
			16.2.6. For the User, the Entire Ecology Is a Single Service
		16.3. Creating an Ecological Design
			Exercise 16-1: Conceptual Design for the Ecology of Your System
		16.4. Designing an Ecology to Influence User Behavior
		16.5. Example: An Ecology for a Smart Shopping Application
			16.5.1. Some High-Level Issues
			16.5.2. Key Parts of the Design
			16.5.3. How it Works
				16.5.3.1. Finding things in the store
			16.5.4. Impulse Buying
			Exercise 16-2: Pursue this SmartKart Design Idea Further
	Chapter 17: Designing the Interaction
		17.1. Introduction
			17.1.1. You Are Here
		17.2. Designing for Interaction Needs
			17.2.1. Designing for Interaction Needs Is about Supporting Tasks
			17.2.2. Different Device Types in the Ecology Require Different Interaction Designs
		17.3. Creating an Interaction Design
			17.3.1. Start by Identifying All Devices and Their Roles in the Ecology
			17.3.2. Proceed with Generative Design
			17.3.3. Establish a Good Conceptual Design for the Interaction
			17.3.4. Leverage Interaction Design Patterns
			17.3.5. Establish the Information Architecture for Each Device
			Exercise 17-1: Conceptual Design for Interaction for Your System
			17.3.6. Envision Interaction Flows Across Different Devices in the Ecology
		17.4. Storyboards
			17.4.1. What Are Storyboards?
			17.4.2. Storyboards Can Cover All Layers of the Pyramid
			17.4.3. Importance of Between-Frame Transitions
			Exercise 17-2: Storyboard for Your System
		17.5. Wireframes
			17.5.1. The Path to Wireframes
			17.5.2. What Are Wireframes?
		17.6. Intermediate Interaction Design
		17.7. Interaction Design Production
		Exercise 17-3: Intermediate and Detailed Design for Your System
		17.8. Maintain a Custom Style Guide
			17.8.1. What is a Custom Style Guide?
			17.8.2. Why Use a Custom Style Guide?
			17.8.3. What to Put in a Custom Style Guide?
	Chapter 18: Designing for Emotional Impact
		18.1. Introduction
			18.1.1. You Are Here
		18.2. Designing for Emotional Needs
			18.2.1. What Designing for Emotional Needs Is About
				18.2.1.1. What users feel when interacting with the system
				18.2.1.2. Distinctiveness is a factor when designing for emotional impact
			18.2.2. Designing for Emotional Impact Is Often Neglected But can be a Market Differentiator
		18.3. Creating an Emotional Impact Design
			18.3.1. Start with Inputs for Emotional Impacts
			18.3.2. Conceptual Design for Emotional Aspects
				18.3.2.1. Mood boards: Creating a conceptual design for emotional aspects
			18.3.3. Intermediate Design for Emotional Impact
				18.3.3.1. Define the visual language and vocabulary
				18.3.3.2. Define the motion styles and physics of interaction for each design
				18.3.3.3. Define the tone of the language to be used in the design
				18.3.3.4. Define the audio characteristics to be used in the design
				18.3.3.5. Leverage social and psychological aspects in the design
			18.3.4. Emotional Impact Design Production
			Exercise 18-1: Conceptual Design for Emotional Response for Your System
	Chapter 19: Background: Design
		19.1. This is a Reference Chapter
		19.2. Participatory Design
			19.2.1. Overview
			19.2.2. History and Origins of Participatory Design
			19.2.3. PICTIVE
		19.3. Mental models: An Example of How They can Make for Entertainment
Part 4: Prototype Candidate Designs
	Chapter 20: Prototyping
		20.1. Introduction
			20.1.1. You Are Here
			20.1.2. Prototyping Intertwines with Other UX Activities
			20.1.3. A Dilemma and a Solution
			20.1.4. Advantages of Prototyping
			20.1.5. Universality of Prototyping
			20.1.6. Scandinavian Origins of Prototyping
		20.2. Depth and Breadth of a Prototype
			20.2.1. Horizontal Prototypes
			20.2.2. Vertical Prototypes
			20.2.3. Local Prototypes
			20.2.4. \"T\" Prototypes
		20.3. Fidelity of Prototypes
		20.4. Wireframe Prototypes
			20.4.1. What is a Wireframe?
			20.4.2. Wireframe Design Elements
			20.4.3. Wireflow Prototypes
				20.4.3.1. What is a wireflow prototype?
			20.4.4. General Process of Representing Interaction
				20.4.4.1. Focus on user workflow
				20.4.4.2. Represent flow and navigation with state diagrams
			20.4.5. Create a Wireframe for Each State
		20.5. Build Up Prototypes in Increasing Levels of Fidelity
			20.5.1. High-Level Task Context
			20.5.2. Very Low-Fidelity Wireframe Sketches to Support Design Idea Exploration in Generative Design
				20.5.2.1. The nature of low-fidelity prototypes
				20.5.2.2. The first level of fidelity
				20.5.2.3. Decks of wireframes
			20.5.3. Static Low-Fidelity Wireframes to Summarize and Solidify Design with UX Team
				20.5.3.1. Lower fidelity means initial cost effectiveness
			20.5.4. Increased Fidelity Wireframes for Subsequent Design Reviews and Walkthroughs
				20.5.4.1. Establish a library of templates for interaction objects in your sketching tool
			20.5.5. Medium-Fidelity Wireframes with Some Navigational Behavior to Support Early Design Reviews and Walkthroughs
			20.5.6. Medium- to High-Fidelity Click-Through Prototypes to Support Empirical Evaluation
				20.5.6.1. Include \"decoy\" user interface objects
				20.5.6.2. Make a ``this feature not yet implemented´´ message
			20.5.7. Medium- to High-Fidelity Prototypes Refined Through Evaluation and Iteration to Hand Off to Software Developers
				20.5.7.1. Do not think the UX team is now done
			20.5.8. Visually High-Fidelity Prototypes to Support Graphic Design
			Exercise 20-1: Building a Low- to Mid-Fidelity Wireframe Prototype Deck for Your System
		20.6. Specialized Prototypes
			20.6.1. Physical Mockups for Physical Interactivity
			20.6.2. Paper-in-Device Mockup Prototype, Especially for Mobile Applications
			20.6.3. Animated Prototypes
			20.6.4. Experience Prototyping, the Goal of High-Fidelity Physical Prototyping
			20.6.5. \"Wizard of Oz\" Prototypes
		20.7. Software Tools for Making Wireframes
Part 5: UX Evaluation
	Chapter 21: UX Evaluation Methods and Techniques
		21.1. Introduction
			21.1.1. You Are Here
			21.1.2. Methods versus Techniques
			21.1.3. User Testing? No!
			21.1.4. Types of UX Evaluation Data
				21.1.4.1. Quantitative versus qualitative data
				21.1.4.2. Objective versus subjective data
			21.1.5. Formative Evaluation versus Summative Evaluation
				21.1.5.1. Formal summative evaluation
				21.1.5.2. Informal summative evaluation
				21.1.5.3. Engineering UX evaluation: Formative plus informal summative
			21.1.6. Our Goal-Oriented Approach
		21.2. UX Evaluation Methods
			21.2.1. Empirical UX Evaluation Methods
			21.2.2. Analytic UX Evaluation Methods
			21.2.3. Comparison
			21.2.4. Some Specific Empirical UX Evaluation Methods
				21.2.4.1. Lab-based evaluation
				21.2.4.2. RITE
				21.2.4.3. Quasiempirical evaluation
			21.2.5. Weaknesses of UX Evaluation Methods
				21.2.5.1. Measurability of user experience: A problem on the empirical quantitative side
				21.2.5.2. Reliability of UX evaluation methods: A problem on the qualitative side
			21.2.6. Some Specific Analytic UX Evaluation Methods
				21.2.6.1. Early design reviews and design walkthroughs
				21.2.6.2. Expert UX inspection
				21.2.6.3. Heuristic evaluation (HE)
		21.3. Rigor versus Rapidness in UX Evaluation Methods and Techniques
			21.3.1. There Is a Tradeoff between Rapidness and Achievable Rigor
			21.3.2. All Methods Can Span a Range of Rigor and Speed
			21.3.3. High Rigor Is not Always a Goal
			21.3.4. Some Methods were Invented to Favor Rapidness Over Rigor
		21.4. UX Evaluation Data Collection Techniques
			21.4.1. Quantitative Data Collection Techniques
				21.4.1.1. Objective data: User performance measures
				21.4.1.2. Subjective data: User questionnaires
				21.4.1.3. Warning: Modifying a questionnaire can damage its validity
			21.4.2. Qualitative Data Collection Techniques
				21.4.2.1. Critical incident identification
				21.4.2.2. User think-aloud techniques
				21.4.2.3. Codiscovery
		21.5. Specialized UX Evaluation Methods
			21.5.1. Alpha and Beta Testing and Field Surveys
			21.5.2. Remote UX Evaluation
			21.5.3. Automatic UX Evaluation
		21.6. Adapting and Appropriating UX Evaluation Methods and Techniques
	Chapter 22: Empirical UX Evaluation: UX Goals, Metrics, and Targets
		22.1. Introduction
			22.1.1. You Are Here
			22.1.2. Project Context for UX Metrics and Targets
		22.2. UX Target Tables
		22.3. Work Role and User Classes
		22.4. UX Goals
			Exercise 22-1: Identify UX Evaluation Goals for Your System
		22.5. UX Measures
		22.6. Measuring Instruments: Benchmark Tasks
			22.6.1. What Is a Benchmark Task?
			22.6.2. Selecting Benchmark Tasks
				22.6.2.1. Address designer questions with benchmark tasks and UX targets
				22.6.2.2. Create benchmark tasks for a representative spectrum of user tasks
				22.6.2.3. Start with short and easy tasks and then increase difficulty progressively
				22.6.2.4. Include some navigation where appropriate
				22.6.2.5. Avoid large amounts of typing (unless typing skill is being evaluated)
				22.6.2.6. Match the benchmark task to the UX measure
				22.6.2.7. Adapt scenarios or other task sequence representations already developed for design
				22.6.2.8. Use tasks in realistic combinations to evaluate task flow
				22.6.2.9. Pick tasks where you think or know the design has weaknesses
				22.6.2.10. Dont forget to evaluate with your power users
				22.6.2.11. To evaluate error recovery, a benchmark task can begin in an error state
				22.6.2.12. Consider tasks to evaluate performance in \"degraded modes\" due to partial equipment failure
				22.6.2.13. Dont try to make a benchmark task for everything
			22.6.3. Crafting Benchmark Task Contents
				22.6.3.1. Remove any ambiguities with clear, precise, specific, and repeatable instructions
				22.6.3.2. Tell the user what task to do, but not how to do it
				22.6.3.3. Dont use words in benchmark tasks that appear specifically in the UX design
				22.6.3.4. Use work context and usage-centered wording, not system-oriented wording
				22.6.3.5. Have clear start and end points for timing
				22.6.3.6. Keep some mystery in it for the user
				22.6.3.7. Annotate situations where evaluators must ensure preconditions for running benchmark tasks
				22.6.3.8. Use \"rubrics\" for special instructions to evaluators
			22.6.4. Other Benchmark Task Mechanics
				22.6.4.1. Put each benchmark task description on a separate sheet of paper
				22.6.4.2. Write a \"task script\" for each benchmark task
				22.6.4.3. How many benchmark tasks and UX targets do you need?
				22.6.4.4. Ensure ecological validity
			Exercise 22.2: Create Benchmark Tasks and UX Targets for Your System
		22.7. Measuring Instrument: User Satisfaction Questionnaires
		22.8. UX Metrics
		22.9. Baseline Level
		22.10. Target Level
		22.11. Setting Levels
			22.11.1. Setting the Baseline Level
			22.11.2. Setting the Target Level
			22.11.3. A Few Additional Targets
		22.12. Observed Results
			Exercise 22-3: Creating Benchmark Tasks and UX Targets for Your System
		22.13. Practical Tips and Cautions for Creating UX Targets
		22.14. Rapid Approach to UX Goals, Metrics, and Targets
	Chapter 23: Empirical UX Evaluation: Preparation
		23.1. Introduction
			23.1.1. You Are Here
			23.1.2. A Plan for the Empirical UX Evaluation Session
		23.2. Evaluation Scope and Rigor
			23.2.1. Evaluation Scope
			23.2.2. Evaluation Rigor
		23.3. Goals for an Empirical UX Evaluation Session
		23.4. Select Team Roles
			23.4.1. Participation and Buy-In
			23.4.2. Facilitator
			23.4.3. Prototype Executor
			23.4.4. Quantitative Data Collectors
			23.4.5. Qualitative Data Collectors
			23.4.6. Supporting Actors
		23.5. Prepare an Effective Range of User Tasks
			23.5.1. Benchmark Tasks to Generate Quantitative Measures
			23.5.2. Unmeasured Tasks
			23.5.3. Exploratory Free ``Use´´
			23.5.4. User-Defined Tasks
		23.6. Recruit Participants
			23.6.1. Establish Budget and Schedule for Recruiting User Participants Upfront
			23.6.2. Identify the Right Kinds of Participants
				23.6.2.1. ``Expert´´ participants
			23.6.3. Determine the Right Number of Participants
			23.6.4. Consider Recruiting Methods and Screening
			23.6.5. Use a Participant Recruiting Database
			23.6.6. Decide on Incentives and Remuneration
			23.6.7. Dont Give Up on Difficult-To-Find User Participants
			23.6.8. Recruit for Codiscovery
			23.6.9. Manage Participants as Any Other Valuable Resource
			23.6.10. Select Participants for Subsequent Iterations
		23.7. Prepare for the Session
			23.7.1. Lab and Equipment
			23.7.2. Session Parameters
				23.7.2.1. Task and session lengths
				23.7.2.2. Number of full lifecycle iterations
			23.7.3. Informed Consent
				23.7.3.1. Informed consent permission application
				23.7.3.2. Informed consent form
			23.7.4. Other Paperwork
				23.7.4.1. Nondisclosure agreements (NDAs)
				23.7.4.2. Questionnaires and surveys
				23.7.4.3. Data collection forms
			23.7.5. Training Materials
			23.7.6. The UX Evaluation Session Work Package
			Exercise 23-1: Empirical UX Evaluation Preparation for Your System
			23.7.7. Do Final Pilot Testing: Fix Your Wobbly Wheels
	Chapter 24: Empirical UX Evaluation: Data Collection Methods and Techniques
		24.1. Introduction
			24.1.1. You Are Here
			24.1.2. Empirical Ways of Generating and Collecting Data Within the Needs Pyramid
				24.1.2.1. Empirical methods and techniques for generating and collecting UX evaluation data in the ecological layer
		24.2. Empirical Methods and Techniques for Generating and Collecting Qualitative UX Data
			24.2.1. Critical Incident Identification
				24.2.1.1. What is a critical incident?
				24.2.1.2. Mostly used as a variation
				24.2.1.3. Who identifies critical incidents?
			24.2.2. Critical Incident Data Capture
				24.2.2.1. Whats in critical incident data?
				24.2.2.2. Avoid video recording
				24.2.2.3. Manual note taking for critical incident data collection
				24.2.2.4. Follow up on hunches
			24.2.3. The Think-Aloud Data Collection Technique
				24.2.3.1. Why use the think-aloud technique?
				24.2.3.2. How to manage the participant in the think-aloud technique
				24.2.3.3. Codiscovery think-aloud techniques
				24.2.3.4. Does thinking aloud affect quantitative task performance metrics in empirical evaluation?
		24.3. Empirical Methods and Techniques for Generating and Collecting Quantitative UX Data
			24.3.1. Objective Quantitative Data for User Performance Measurement
				24.3.1.1. Timing task performance
				24.3.1.2. Counting user errors
				24.3.1.3. What generally does not count as a user error?
			24.3.2. Subjective Quantitative Data Collection: Questionnaires
				24.3.2.1. Questionnaires as supplements to lab-based sessions
				24.3.2.2. Questionnaires as an evaluation method on their own
				24.3.2.3. Semantic differential scales
				24.3.2.4. The Questionnaire for User Interface Satisfaction (QUIS)
				24.3.2.5. The System Usability Scale (SUS)
				24.3.2.6. The Usefulness, Satisfaction, and Ease of Use (USE) questionnaire
				24.3.2.7. Other questionnaires
				24.3.2.8. Modifying questionnaires for your evaluation
				24.3.2.9. Modifying the Questionnaire for User Interface Satisfaction
				24.3.2.10. Modifying the System Usability Scale
			24.3.3. Methods and Techniques for Generating and Collecting Emotional Impact and Meaningfulness Data
			24.3.4. The Most Important Technique: Direct Observation
			24.3.5. Verbal Self-Reporting Techniques for Collecting Emotional Impact Data
				24.3.5.1. Using the think-aloud technique to evaluate emotional impact
				24.3.5.2. Questionnaires as a self-reporting technique for collecting emotional impact data
				24.3.5.3. The AttrakDiff questionnaire as a verbal self-reporting technique for collecting emotional impact data
				24.3.5.4. Scoring ATTRAKDIFF questionnaires
				24.3.5.5. Alternatives to AttrakDiff
			24.3.6. Direct Detection of Physiological Responses as Indicators of Emotional Impact
			24.3.7. Generating and Collecting Meaningfulness Evaluation Data
				24.3.7.1. Long-term studies to evaluate meaningfulness
				24.3.7.2. Goals of meaningfulness data collection techniques
				24.3.7.3. Direct observation and interviews in simulated real usage situations
				24.3.7.4. The importance of self-reporting
				24.3.7.5. Periodic questionnaires to sample meaningfulness
				24.3.7.6. Diary-based self-reporting by users
				24.3.7.7. Voicemail to capture user reports
				24.3.7.8. Evaluator-triggered reporting to control timing
		24.4. Procedures for Empirical Data Collection Sessions
			24.4.1. Preliminaries with Participants
				24.4.1.1. Introduce yourself and the lab: Be sure participants know what to expect
				24.4.1.2. Paperwork
			24.4.2. Session Protocol and Your Relationship with Participants
				24.4.2.1. Your attitude toward UX problems
				24.4.2.2. Cultivating a partnership with participants
			24.4.3. Prepare Yourself for Evaluating with Low-Fidelity Prototypes
			24.4.4. The Data Collection Session
				24.4.4.1. The session begins
				24.4.4.2. Interacting with participants during the session
				24.4.4.3. To help the participant or not to help the participant?
				24.4.4.4. Keeping your participant at ease
			24.4.5. Wrapping Up an Evaluation Session
				24.4.5.1. Postsession probing via interviews and questionnaires
				24.4.5.2. Reset for the next participant
		24.5. Rapid Empirical Methods for Generating and Collecting Qualitative UX Evaluation Data
			24.5.1. The Rapid Iterative Testing and Evaluation (RITE) UX Evaluation Method
				24.5.1.1. Introduction
				24.5.1.2. How to do it: The RITE UX evaluation method
				24.5.1.3. Variations in RITE data collection
			24.5.2. Quasiempirical UX Evaluation
				24.5.2.1. Introduction to quasiempirical UX evaluation
				24.5.2.2. Preparing for a quasiempirical evaluation session
				24.5.2.3. Conduct a quasiempirical session, collecting data
			Exercise 24-1: Empirical UX Evaluation Data Collection for Your System
	Chapter 25: Analytic UX Evaluation: Data Collection Methods and Techniques
		25.1. Introduction
			25.1.1. You Are Here
			25.1.2. Adding Analytic Methods to the Mix
			25.1.3. Criticism of Analytic Methods
		25.2. Design Walk-Throughs and Reviews
			25.2.1. Design Walk-Throughs
			25.2.2. Design Reviews
			25.2.3. Prepare for a Design Review
			25.2.4. Conduct a Design Review Session
			25.2.5. After the Session
		25.3. Focus Groups
		25.4. Expert UX Inspection
			25.4.1. What is UX Inspection?
			25.4.2. Inspection is a Valuable Tool in the UX Toolbox
			25.4.3. How Many Inspectors are Needed?
			25.4.4. What Kind of Inspectors are Needed?
		25.5. Heuristic Evaluation, a UX Inspection Method
			25.5.1. Introduction
				25.5.1.1. The heuristics
				25.5.1.2. The procedure
				25.5.1.3. Documenting UX problems
				25.5.1.4. Variations abound
				25.5.1.5. Limitations
		25.6. Our Practical Approach to UX Inspection
			25.6.1. The Knock on Your Door
			25.6.2. Guided by Insight and Experience
			25.6.3. Use a Codiscovery or Team Approach in UX Inspection
			25.6.4. Explore Systematically With a Rich and Comprehensive Usage-Oriented View
			25.6.5. Inspection is Driven by Tasks and by the Design Itself
			25.6.6. Analytic UX Evaluation in the Layers of the Needs Pyramid
			25.6.7. Ecological-Layer Inspection
			25.6.8. Interaction-Layer Inspection
			25.6.9. Emotional-Layer Inspection
			Exercise 13-1: UX Inspection of Your System
	Chapter 26: UX Evaluation: Data Analysis
		26.1. Introduction
			26.1.1. You Are Here
		26.2. Analyze Quantitative Data
			26.2.1. Use Simple Descriptive Statistics
			26.2.2. Treat Subjective Quantitative Questionnaire Data as Simply as Possible
			26.2.3. Lining Up Your Quantitative Ducks
				26.2.3.1. Filling in the \"observed results\"
				26.2.3.2. Filling in the \"meet target?\" column
			26.2.4. The Big Decision: Can We Stop Iterating?
				26.2.4.1. Convergence toward a quality user experience
		26.3. Analyze Qualitative UX Data
			26.3.1. Overview
			26.3.2. Analysis Preparation Steps
				26.3.2.1. Keep a participant around to help with early analysis
				26.3.2.2. Multiple sources of raw UX data
				26.3.2.3. Clean up the raw data before your memory fades
			26.3.3. Qualitative UX Data Analysis Steps
				26.3.3.1. Gather up your raw qualitative UX data notes
				26.3.3.2. Extract elemental data notes: Each refers to just one problem
				26.3.3.3. Edit raw UX data notes into UX problem descriptions
				26.3.3.4. Consolidate congruent data notes
				26.3.3.5. Group related UX problem descriptions to be fixed together
				26.3.3.6. Usage research analysis tools work here, too
				26.3.3.7. Higher level common issues within groups
			26.3.4. UX Problem Data Management
			26.3.5. Rapid Qualitative Data Analysis
		26.4. Cost-Importance Analysis: Prioritizing Problems to Fix
			26.4.1. Problem
			26.4.2. Importance to Fix
				26.4.2.1. Importance rating adjustments
			26.4.3. Solutions
			26.4.4. Cost to Fix
				26.4.4.1. Cost values for problem groups
				26.4.4.2. Calibration feedback from down the road: Comparing actual with predicted costs
			26.4.5. Priority Ratio
			26.4.6. Priority Rankings
			26.4.7. Cumulative Cost
			26.4.8. The Line of Affordability
			26.4.9. Drawing Conclusions: A Resolution for Each Problem
			26.4.10. Special Cases
				26.4.10.1. Tie-breakers
				26.4.10.2. Cost-importance analysis involving multiple problem solutions
				26.4.10.3. Problem groups straddling the line of affordability
				26.4.10.4. Priorities for emotional impact problems
			26.4.11. Rapid Cost-Importance Analysis
		26.5. Feedback to the Process
		26.6. Lessons From the Field
			26.6.1. Onion-Layers Effect
			26.6.2. UX Problem Data as Feedback to Process Improvement
			Exercise 26-1: UX Data Analysis for Your System
	Chapter 27: UX Evaluation: Reporting Results
		27.1. Introduction
			27.1.1. You Are Here
			27.1.2. Importance of Quality Communication
			27.1.3. Participant Anonymity
		27.2. Reporting Different Kinds of Data
			27.2.1. Reporting Informal Summative Results
				27.2.1.1. What if you need to convince the team to fix the problems?
			27.2.2. Reporting Qualitative Results-The UX Problems
				27.2.2.1. Common Industry Format for reporting
		27.3. Report Audiences
			27.3.1. Reporting to Inform Your Project Team
				27.3.1.1. Convey UX problem results clearly
				27.3.1.2. Meet with UX team and software developers in person
			27.3.2. Explaining UX Evaluation to Stakeholders
			27.3.3. Reporting to Inform and/or Influence Management
			27.3.4. Reporting to Customer or Client
		27.4. Report Content
			27.4.1. Individual Problem Reporting Content
			27.4.2. Give Some Coverage of the Ecological and Emotional Layers of the Needs Pyramid
			27.4.3. Include Cost-Importance Data
		27.5. Report Mechanics
			27.5.1. Consistency Rules
			27.5.2. Reporting Vocabulary
				27.5.2.1. Precision and specificity
				27.5.2.2. Jargon
			27.5.3. Report Tone
				27.5.3.1. Respect feelings
				27.5.3.2. Accentuate the positive and avoid blaming
			27.5.4. Reporting on Large Amounts of Qualitative Data
			27.5.5. Your Personal Presence in Reporting
			Exercise 27-1: UX Evaluation Reporting for Your System
	Chapter 28: Background: UX Evaluation
		28.1. This is a Reference Chapter
		28.2. The Dangers of Trying to (or Even Appearing to) do FORMAL Summative Evaluation in UX Practice
			28.2.1. Engineering Versus Science
			28.2.2. What Happens in Engineering Stays in Engineering
		28.3. UX Evaluation Reliability
			28.3.1. Individual Differences Naturally Cause Variations in Results
			28.3.2. Why So Much Variation? UX Evaluation is Difficult
			28.3.3. \"Discount\" UX Evaluation Methods
				28.3.3.1. What is a \"discount\" UX evaluation method?
				28.3.3.2. Criticism of discount methods
				28.3.3.3. Real limitations
				28.3.3.4. But do less rigorous methods work?
				28.3.3.5. Be practical
				28.3.3.6. Sometimes you do have to pay more to get more
				28.3.3.7. At the end of the day, discount methods are the way forward
		28.4. Historical Roots for UX Metrics and Targets
		28.5. The Early A330 Airbus-An Example of the Need for Ecological Validity in Testing
		28.6. Determining the Right Number of Participants
			28.6.1. How Many are Needed? A Difficult Question
			28.6.2. Rules of Thumb Abound
			28.6.3. An Analytic Basis for the Three-To-Five-Users Rule
				28.6.3.1. The underlying probability function
				28.6.3.2. The old balls-in-an-urn analogy
				28.6.3.3. Participant detection rates
				28.6.3.4. Cumulative percentage of problems to be found
				28.6.3.5. Marginal added detection and cost-benefit
				28.6.3.6. Assumptions do not always apply in the real world
		28.7. Historical Roots of the Critical Incident Technique
			28.7.1. Critical Incident Techniques Started Long Ago in Human Factors
			28.7.2. Mostly Used as a Variation
			28.7.3. Who Identifies Critical Incidents?
			28.7.4. Timing of Critical Incident Data Capture: The Evaluator\'s Awareness Zone
		28.8. Other Methods for Identifying Emotional Response to UX Designs
			28.8.1. Direct Observation of Physiological Responses as Indicators of Emotional Impact
			28.8.2. Biometrics to Detect Physiological Responses to Emotional Impact
			28.8.3. The HUMAINE Project-Physiological Techniques for Affective Measurements
		28.9. Nielsen and Molich\'s Original Heuristics
		28.10. UX Problem Data Management
Part 6: Connecting Agile UX with Agile Software Engineering
	Chapter 29: Connecting Agile UX With Agile Software Development
		29.1. Introduction
			29.1.1.1. Agility is not (just) about being fast
			29.1.2. Dont Practice Agility Blindly
		29.2. Basics of Agile SE Methods
			29.2.1. Goals and Principles of Agile SE
			29.2.2. Contrasting With the Waterfall Method
				29.2.2.1. Operating in Silos
			29.2.3. Characteristics of Agile SE Methods
				29.2.3.1. Avoiding big design upfront
		29.3. Lifecycle Aspects of Agile SE
			29.3.1. Planning in Agile SE Methods
				29.3.1.1. Customer stories
				29.3.1.2. Story-based planning
				29.3.1.3. Managing customer stories and development tasks
				29.3.1.4. Controlling scope
			29.3.2. Sprints in Agile SE Methods
				29.3.2.1. Acceptance test creation
				29.3.2.2. Unit code test creation
				29.3.2.3. Implementation coding
				29.3.2.4. Code testing
				29.3.2.5. Regression testing
				29.3.2.6. Acceptance testing and deployment
		29.4. Challenges of Agile SE Methods from the UX Perspective
		29.5. What is Needed on the UX Side
		29.6. Problems to Anticipate
			29.6.1. UX and SE Dont Always Work Together the Way They are Supposed To
			29.6.2. The Need for a Full Overview: The Software Side Versus the UX Side
		29.7. A Synthesized Approach to Integrating Agile UX and Agile SE
			29.7.1. Integrating UX into Planning
				29.7.1.1. Small upfront analysis and design
				29.7.1.2. UX role helps customer write user stories
				29.7.1.3. The truth about user stories
				29.7.1.4. UX role helps customer prioritize user stories
			29.7.2. Integrating UX into Sprints
			29.7.3. Synchronizing the Two Agile Workflows
				29.7.3.1. Dove-tailed work activities
				29.7.3.2. The value of early delivery
				29.7.3.3. Continuous delivery
				29.7.3.4. The importance of regression testing
				29.7.3.5. Planning across iterations
				29.7.3.6. Communication during synchronization
Part 7: UX Affordances, the Interaction Cycle, and UX Design Guidelines
	Chapter 30: Affordances in UX Design
		30.1. Introduction
			30.1.1. Acknowledgement of Source
			30.1.2. The Concept of Affordance
			30.1.3. The Importance of Affordance Issues in UX Design
			30.1.4. Demystifying Affordances
			30.1.5. Five Different Kinds of Affordance in UX Design
		30.2. Cognitive Affordances
			30.2.1. Introduction
				30.2.1.1. Definition of cognitive affordance
				30.2.1.2. Starring role in UX design for new users
				30.2.1.3. How do users acquire cognitive support information?
				30.2.1.4. The meaning of cognitive affordances as found in shared conventions
			Exercise 30-1: Understanding Meaning Based on Cultural Conventions
			30.2.2. Cognitive Affordance Design Issues
				30.2.2.1. Cognitive affordance to get the user started
				30.2.2.2. Cognitive affordance to help users avoid task completion errors
				30.2.2.3. False cognitive affordances misinform and mislead
		30.3. Physical Affordances
			30.3.1. Introduction
				30.3.1.1. Definition of physical affordance
				30.3.1.2. Starring role in UX design for experienced or power users
				30.3.1.3. Some physical affordances are better than others; some depend on the user
				30.3.1.4. Physical affordances for opening doors
				30.3.1.5. Physical devices can also offer cognitive affordance
				30.3.1.6. Physical devices can also offer emotional affordance
			30.3.2. Physical Affordance Design Issues
				30.3.2.1. Helping user manipulate objects, do actions
				30.3.2.2. Physical disabilities
				30.3.2.3. Physical awkwardness
				30.3.2.4. Physicality
				30.3.2.5. Manual dexterity and Fitts law
				30.3.2.6. Physical overshoot
			Exercise 30-2: Other Examples of Physical Overshoot
		30.4. Sensory Affordance
			30.4.1. Introduction
				30.4.1.1. Definition of sensory affordance
			30.4.2. Visual Sensory Affordance Design Issues
				30.4.2.1. Visibility
				30.4.2.2. Noticeability
				30.4.2.3. Discernibility
				30.4.2.4. Text legibility
				30.4.2.5. Distinguishability
				30.4.2.6. Color
				30.4.2.7. Presentation timing
			30.4.3. Auditory Sensory Issues
			30.4.4. Haptic and Tactile Sensory Issues
		30.5. Functional Affordance
			30.5.1. Definition of Functional Affordance
		30.6. Emotional Affordance
			30.6.1. Definition of Emotional Affordance
			30.6.2. Affordances to Support Meaningfulness
		30.7. Putting Affordances Together in Design
			30.7.1. Affordance Roles-An Alliance in Design
			30.7.2. A UX Design Checklist of Affordances
			Exercise 30-3: Affordance Design Checklist
		30.8. User-Created Affordances as a Wake-Up Call to Designers
	Chapter 31: The Interaction Cycle
		31.1. Introduction
			31.1.1. What is the Interaction Cycle?
			31.1.2. Need for a Theory-Based Conceptual Framework
		31.2. Norman\'s Stages-of-Action Model of Interaction
			31.2.1. Gulfs between User and System
				31.2.1.1. The gulf of execution
				31.2.1.2. The gulf of evaluation
			31.2.2. From Normans Model to Our Interaction Cycle
				31.2.2.1. Partitioning the model
				31.2.2.2. Adding outcomes and system response and emphasizing translation
		31.3. Interaction Cycle Categories of UX Design Issues
			31.3.1. Planning (Design Helping User Know What to Do)
			31.3.2. Translation (Design Helping User Know How to Do Something)
			31.3.3. Physical Actions (Design Helping User Do the Actions)
				31.3.3.1. Physical actions-concepts
			31.3.4. Outcomes (Internal, Invisible Effect/Result within System)
			31.3.5. Assessment (Design Helping User Know If Interaction Was Successful)
				31.3.5.1. Example: Creating a business report as a task within the interaction cycle
		31.4. Cooperative User-System Task Performance within the Interaction Cycle
			31.4.1. Primary Tasks
			31.4.2. Path Variations in the Interaction Cycle
			31.4.3. Secondary Tasks, Intention Shifts, and Stacking
	Chapter 32: UX Design Guidelines
		32.1. Introduction
			32.1.1. Scope and Universality
			32.1.2. Some of Our Examples Are Intentionally Old
		32.2. Using and Interpreting UX Design Guidelines
		32.3. Human Memory Limitations
			32.3.1. Short-Term or Working Memory
				32.3.1.1. Chunking
				32.3.1.2. Stacking
				32.3.1.3. Cognitive load
				32.3.1.4. Recognition versus recall
				32.3.1.5. Shortcuts
			32.3.2. Other Kinds of Human Memory
				32.3.2.1. Sensory memory
				32.3.2.2. Muscle memory
				32.3.2.3. Long-term memory
		32.4. Review of the Interaction Cycle Structure
		32.5. Planning
			32.5.1. Clear System Task Model for User
			32.5.2. Planning for Efficient Task Paths
			32.5.3. Progress Indicators
			32.5.4. Avoiding Transaction Completion Slips
		32.6. Translation
			32.6.1. Existence of Cognitive Affordance
			32.6.2. Presentation of Cognitive Affordance
				32.6.2.1. Cognitive affordance visibility
				32.6.2.2. Cognitive affordance noticeability
				32.6.2.3. Cognitive affordance legibility
				32.6.2.4. Cognitive affordance presentation complexity
				32.6.2.5. Cognitive affordance presentation timing
				32.6.2.6. Cognitive affordance presentation consistency
			32.6.3. Content and Meaning of Cognitive Affordance
				32.6.3.1. Clarity of cognitive affordances
				32.6.3.2. Precise wording
					Data value formats
				32.6.3.3. Distinguishability of choices in cognitive affordances
				32.6.3.4. Consistency of cognitive affordances
				32.6.3.5. Controlling complexity of cognitive affordance content and meaning
				32.6.3.6. Likely user choices and useful defaults
				32.6.3.7. Supporting human memory limitations in cognitive affordances
				32.6.3.8. Cognitive directness in cognitive affordances
				32.6.3.9. Complete information in cognitive affordances
				32.6.3.10. User/usage centeredness in cognitive affordances
				32.6.3.11. Avoiding errors with cognitive affordances
				32.6.3.12. Cognitive affordances for error recovery
				32.6.3.13. Cognitive affordances for modes
			32.6.4. Task Structure
				32.6.4.1. Human working memory loads in task structure
				32.6.4.2. Design task structure for flexibility and efficiency
				32.6.4.3. Grouping for task efficiency
				32.6.4.4. Task thread continuity: Anticipating the most likely next step or task path
				32.6.4.5. Not undoing user work
				32.6.4.6. Keeping users in control
		32.7. Physical Actions
			32.7.1. Sensing Objects of Physical Actions
				32.7.1.1. Sensing objects to manipulate
				32.7.1.2. Sensing objects during manipulation
			32.7.2. Help User in Doing Physical Actions
				32.7.2.1. Awkwardness and physical disabilities
				32.7.2.2. Manual dexterity and Fitts law
				32.7.2.3. Constraining physical actions to avoid physical overshoot errors
			32.7.2.4. Haptics and physicality
		32.8. Outcomes
			32.8.1. System Functionality
			32.8.2. System Response Time
			32.8.3. Automation Issues
		32.9. Assessment
			32.9.1. System Response
			32.9.2. Assessment of System Feedback
			32.9.3. Existence of Feedback
			32.9.4. Presentation of Feedback
				32.9.4.1. Feedback visibility
				32.9.4.2. Feedback noticeability
				32.9.4.3. Feedback legibility
				32.9.4.4. Feedback presentation complexity
				32.9.4.5. Feedback timing
				32.9.4.6. Feedback presentation consistency
				32.9.4.7. Feedback presentation medium
			32.9.5. Content and Meaning of Feedback
				32.9.5.1. Clarity of feedback
				32.9.5.2. Precise wording
				32.9.5.3. Completeness of feedback
				32.9.5.4. Tone of feedback expression
				32.9.5.5. Usage centeredness of feedback
				32.9.5.6. Consistency of feedback
				32.9.5.7. User control over feedback detail
			32.9.6. Assessment of Information Displays
				32.9.6.1. Information organization for presentation
				32.9.6.2. Visual bandwidth for information display
		32.10. Overall
			32.10.1. Overall Simplicity
			32.10.2. Overall Consistency
				32.10.2.1. Structural consistency
				32.10.2.2. Consistency is not absolute
				32.10.2.3. Consistency can work against innovation
			32.10.3. Reducing Friction
			32.10.4. Humor
			32.10.5. Anthropomorphism
				32.10.5.1. Avoiding anthropomorphism
				32.10.5.2. The case in favor of anthropomorphism
			32.10.6. Tone and Psychological Impact
			32.10.7. Use of Sound and Color
			32.10.8. Text Legibility
			32.10.9. User Preferences
			32.10.10. Accommodation of User Differences
			32.10.11. Helpful Help
		32.11. Conclusions
	Chapter 33: Background: Affordances, the Interaction Cycle, and UX Design Guidelines
		33.1. This is a Reference Chapter
		33.2. A Little History of the Concept of Affordances
		33.3. Confusion Over Affordances in Early HCI/UX
		33.4. Examples of How Cognitive Affordances can be Informed by Shared Cultural Conventions
		33.5. How Functional Affordances Fit in with Gibsons Ecological View
		33.6. Where Did UX Design Guidelines Come from?
Parting Thoughts
References
Index
Back Cover