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User Experience
The Great Differentiator
Craig	
  M.	
  MacDonald,	
  Ph.D.	
  
Pratt	
  Institute	
  
September	
  25,	
  2015	
  
About Me
Full-­‐time	
  assistant	
  professor	
  in	
  the	
  School	
  of	
  
Information	
  &	
  Library	
  Science	
  at	
  Pratt	
  
Ph.D.	
  in	
  Human-­‐Computer	
  Interaction	
  from	
  
Drexel	
  University	
  
Developed	
  and	
  coordinate	
  UX	
  program	
  at	
  
Pratt	
  
Provide	
  UX	
  consulting	
  for	
  various	
  
organizations,	
  from	
  cultural	
  heritage	
  
institutions	
  to	
  start-­‐ups	
  
Craig	
  M.	
  MacDonald,	
  Ph.D.	
  |	
  NYC	
  Media	
  Lab	
  Annual	
  Summit	
  |	
  September	
  25,	
  2015	
   2	
  
Case Studies
What	
  can	
  we	
  learn?	
  
4	
  
#1
Due	
  to	
  issues	
  of	
  privacy	
  and	
  
confidentiality,	
  case	
  study	
  details	
  
have	
  been	
  omitted.	
  
Key Lessons
Craig	
  M.	
  MacDonald,	
  Ph.D.	
  |	
  NYC	
  Media	
  Lab	
  Annual	
  Summit	
  |	
  September	
  25,	
  2015	
   5	
  
If	
  providing	
  quality	
  experiences	
  isn’t	
  
your	
  first	
  priority,	
  you’ll	
  lose.	
  1
There’s	
  no	
  such	
  thing	
  as	
  thinking	
  
about	
  UX	
  too	
  early	
  or	
  too	
  often.	
  2
Think	
  about	
  UX	
  from	
  the	
  product	
  perspective	
  
Think	
  about	
  UX	
  from	
  the	
  process	
  perspective	
  
6	
  
What does a great user
experience look like?
What does great User
Experience look like?
-­‐	
  and	
  -­‐	
  
(product)	
  
(process)	
  
The Product
Perspective
What	
  does	
  a	
  great	
  user	
  experience	
  look	
  like?	
  
8	
  
UX as a product
“People	
  think	
  it’s	
  this	
  
veneer	
  –	
  that	
  the	
  
designers	
  are	
  handed	
  
this	
  box	
  and	
  told,	
  
‘Make	
  it	
  look	
  good!’	
  
That’s	
  not	
  what	
  we	
  
think	
  design	
  is.	
  It’s	
  not	
  
just	
  what	
  it	
  looks	
  like	
  
and	
  feels	
  like.	
  Design	
  
is	
  how	
  it	
  works.”	
  
-­‐	
  Steve	
  Jobs	
  
?
9	
  
“To	
  use	
  something	
  is	
  to	
  
engage	
  with	
  it	
  through	
  our	
  
senses,	
  our	
  minds,	
  our	
  hearts,	
  
and	
  our	
  bodies…to	
  create	
  a	
  
holistic,	
  cohesive,	
  experience.”	
  
-­‐Jesse	
  James	
  Garret	
  
UX is not a product
10	
  
UX is an outcome
You	
  can’t	
  design	
  an	
  experience.	
  
You	
  can	
  only	
  design	
  for	
  an	
  experience.	
  
11	
  
This is a product
12	
  
This is an outcome
13	
  
UX UIis	
  	
  
not	
  
UX UIis	
  	
  
not	
  
just
^
14	
  
15	
  
This is a product
16	
  
This is an outcome
This is a product
17	
  
18	
  
This is an outcome
19	
  
“User	
  Experience	
  is	
  
just	
  a	
  sub-­‐category	
  of	
  
experience,	
  focusing	
  on	
  
a	
  particular	
  mediator	
  -­‐	
  
namely	
  interactive	
  
products...[Experience	
  
Design]	
  is	
  the	
  question	
  
of	
  how	
  to	
  deliberately	
  
create	
  and	
  shape	
  
experiences.”	
  
-­‐	
  Marc	
  Hassenzahl	
  
This is an experience
20	
  
“If	
  ease	
  of	
  use	
  was	
  the	
  
only	
  valid	
  criterion,	
  
people	
  would	
  stick	
  to	
  
tricycles	
  and	
  never	
  try	
  
bicycles.”	
  
-­‐	
  Douglas	
  Engelbart	
  
An experience is holistic
21	
  
“You	
  can't	
  experience	
  
the	
  experience	
  until	
  
you	
  experience	
  it.”	
  
-­‐	
  Bill	
  Moggridge	
  
An experience is specific
22	
  
Context	
   Context	
  
Context	
   Context	
  
Context	
  
Context	
  
Context	
  Context	
  Context	
  
Context	
  
Context	
  
Context	
  
Context	
  
Context matters
23	
  
User	
   Task	
  
Tool	
  
Environment	
   Diagram	
  adapted	
  from	
  Shackel,	
  1991.	
  
Context is everything*
*Technically,	
  context	
  is	
  everything	
  that	
  matters	
  
So, UX is a holistic, multi-
faceted outcome resulting
from an interaction with a
product/service.
We	
  can’t	
  design	
  the	
  experience.	
  
	
  
We	
  can	
  only	
  design	
  the	
  product/service.	
  
(which,	
  in	
  turn,	
  provides	
  the	
  experience)	
  
24	
  
The Perpetual Challenge of UX
Craig	
  M.	
  MacDonald,	
  Ph.D.	
  |	
  NYC	
  Media	
  Lab	
  Annual	
  Summit	
  |	
  September	
  25,	
  2015	
   25	
  
UX	
  is	
  the	
  intersection	
  of:	
  
– The	
  user(s)	
  	
  
their	
  needs,	
  behaviors,	
  backgrounds,	
  
expectations,	
  etc.	
  
– Their	
  task(s)	
  
what	
  users	
  are	
  trying	
  to	
  do	
  
– Their	
  environment	
  
where,	
  why,	
  and	
  how	
  users	
  are	
  trying	
  to	
  
complete	
  their	
  task	
  
– The	
  product/service	
  (i.e.,	
  tool)	
  
what	
  users	
  need	
  to	
  use	
  to	
  complete	
  the	
  
task(s)	
  
Can’t	
  be	
  
designed	
  
Can	
  be	
  
designed	
  
26	
  
User	
   Task	
  
Environment	
  
“We	
  can	
  design	
  the	
  product	
  or	
  service...[but]	
  we	
  can	
  shape	
  
neither	
  our	
  users’	
  expectations	
  nor	
  the	
  situation	
  in	
  which	
  
they	
  use	
  what	
  we	
  have	
  designed.”	
  
-­‐	
  Helge	
  Fredheim	
  
What we can design:
Tool	
  
27	
  
“I	
  bet	
  a	
  lot	
  of	
  people	
  worked	
  really	
  hard	
  on	
  this	
  product,	
  
so	
  I’ll	
  cut	
  them	
  some	
  slack	
  if	
  something	
  doesn’t	
  work	
  
exactly	
  the	
  way	
  I	
  want	
  it	
  to	
  work.”	
  
-­‐	
  Nobody,	
  ever	
  
Users are demanding
28	
  
“This	
  product	
  doesn’t	
  provide	
  a	
  good	
  user	
  experience,	
  
but	
  that’s	
  OK	
  –	
  I’ll	
  still	
  keep	
  coming	
  back	
  to	
  it	
  because	
  
there’s	
  no	
  where	
  else	
  I	
  can	
  go	
  to	
  get	
  what	
  I	
  need.”	
  
-­‐	
  Nobody,	
  ever	
  
Users are fickle
29	
  
Q: So, what does a great
user experience look like?
30	
  
It is useful
It	
  fits	
  the	
  user’s	
  context;	
  
it	
  addresses	
  a	
  need	
  that	
  
actually	
  exists	
  
It	
  works;	
  it	
  helps	
  users	
  
do	
  something	
  they	
  need	
  
to	
  do	
  
31	
  
It is usable
It	
  is	
  easy	
  to	
  learn;	
  users	
  
can	
  figure	
  out	
  what	
  it	
  
does	
  and	
  how	
  it	
  works	
  
It	
  is	
  easy	
  to	
  use;	
  users	
  
can	
  do	
  things	
  quickly	
  
and	
  without	
  frustration	
  
32	
  
It is desirable
It	
  is	
  appealing;	
  it	
  is	
  
attractive	
  and	
  looks	
  like	
  
something	
  users	
  want	
  
It	
  is	
  engaging;	
  users	
  
have	
  positive	
  memories	
  
from	
  using	
  it	
  
33	
  
A: When the product/service is:
Q: So, what does a great
user experience look like?
Useful•  Does	
  it	
  match	
  users’	
  needs?	
  
•  Does	
  it	
  actually	
  work?	
  
Usable•  Is	
  it	
  easy	
  to	
  learn?	
  
•  Is	
  it	
  easy	
  to	
  use?	
  
Desirable•  Is	
  it	
  appealing?	
  
•  Is	
  it	
  engaging?	
  
34	
  
35	
  
Time matters
Every	
  interaction	
  
takes	
  place	
  at	
  a	
  
certain	
  point	
  in	
  
time,	
  in	
  a	
  certain	
  
context,	
  and	
  with	
  
the	
  intention	
  of	
  
meeting	
  a	
  specific	
  
need.	
  
36	
  
Touchpoints & Channels
“[UX	
  is]	
  designing	
  for	
  all	
  the	
  
touchpoints	
  a	
  person	
  has	
  
with	
  a	
  business	
  regardless	
  of	
  
channel.”	
  
-­‐	
  Nick	
  Finck	
  
37	
  
38	
  
Useful
Usable
Desirable
Consistently
Seamlessly
Contextually
...across every touchpoint
A: When the product/service is:
Q: So, what does a great
user experience look like?
39	
  
Useful
Usable
Desirable
Consistently
Seamlessly
Contextually
...across every touchpoint
A: When the product/service is:
Q: So, what does a great
user experience look like?
40	
  
Useful
Usable
Desirable
Consistently
Seamlessly
Contextually
...across every touchpoint
A: When the product/service is:
Q: So, what does a great
user experience look like?
The Process
Perspective
What	
  does	
  great	
  User	
  Experience	
  look	
  like?	
  
42	
  
UX as a process
“Great	
  user	
  experience	
  
is	
  about	
  translating	
  
user	
  goals	
  and	
  
business	
  needs	
  into	
  
compelling	
  stories”	
  
-­‐	
  Patrick	
  Neeman	
  
?
43	
  
	
  1	
  Computer	
  designed	
  by	
  buzzyrobot	
  from	
  the	
  thenounproject.com	
  
What we
design
44	
  
	
  1	
  Computer	
  designed	
  by	
  buzzyrobot	
  from	
  the	
  thenounproject.com	
  
2	
  Watch	
  designed	
  by	
  la-­‐fabrique-­‐créative	
  from	
  the	
  thenounproject.com	
  
3	
  Check-­‐List	
  designed	
  by	
  Arthur	
  Shlain	
  from	
  the	
  thenounproject.com	
  
How we
design
Create	
  
What we
do to
learn
Research	
  
What we
do to
measure
Assess	
  
What we
make
45	
  
UX is not just a process
“[UX]	
  strategy	
  is	
  about	
  uncovering	
  the	
  key	
  
challenges	
  in	
  a	
  situation	
  and	
  devising	
  a	
  
way	
  of	
  coordinating	
  effort	
  to	
  overcome	
  
them	
  for	
  a	
  desired	
  outcome.”	
  
-­‐Jim	
  Kalbach	
  
46	
  
UX is a mindset
You	
  can’t	
  just	
  follow	
  a	
  series	
  of	
  steps.	
  
It’s	
  an	
  approach;	
  a	
  way	
  of	
  thinking.	
  
47	
  
This is a process
Sketch	
  
Wireframe	
  
Prototype	
  
Develop	
  
Create	
  
Plan	
  
Measure	
  
Analyze	
  
Report	
  
Assess	
  Research	
  
Plan	
  
Gather	
  
Analyze	
  
Report	
  
48	
  
This is a mindset
Sketch	
  
Wireframe	
  
Prototype	
  
Develop	
  
Create	
  
Plan	
  
Measure	
  
Analyze	
  
Report	
  
Assess	
  Research	
  
Plan	
  
Gather	
  
Analyze	
  
Report	
  
Asking	
  the	
  right	
  
question(s)	
  at	
  the	
  
right	
  time	
  
Making	
  the	
  right	
  
stuff,	
  with	
  the	
  
right	
  amount	
  of	
  
detail	
  
Collecting	
  data	
  to	
  
confirm	
  you’re	
  
making	
  the	
  right	
  
stuff	
  
49	
  
UX Usability
Testing
is	
  	
  
not	
  
50	
  
just
^
UX Usability
Testing
is	
  	
  
not	
  
51	
  
“…an	
  approach	
  that	
  puts	
  human	
  needs,	
  
capabilities,	
  and	
  behavior	
  first,	
  then	
  designs	
  to	
  
accommodate	
  those	
  needs,	
  capabilities,	
  and	
  ways	
  
of	
  behaving.”	
  
-­‐	
  Don	
  Norman	
  
It is human-centered
52	
  
“Enlightened	
  trial	
  and	
  error	
  
succeeds	
  over	
  the	
  planning	
  of	
  
the	
  lone	
  genius.”	
  
-­‐Peter	
  Skillman	
  (IDEO)	
  
It is planned
53	
  
“[UX]	
  is	
  a	
  practice	
  that,	
  when	
  
done	
  empirically,	
  provides	
  a	
  
much	
  better	
  chance	
  of	
  a	
  
successful	
  digital	
  product	
  
than	
  just	
  crossing	
  your	
  
fingers,	
  designing	
  some	
  
wireframes,	
  then	
  writing	
  a	
  
bunch	
  of	
  code.”	
  
-­‐Jaime	
  Levy	
  
It is de-risking
54	
  
“I	
  think	
  the	
  overt	
  message	
  of	
  'fail	
  fast'	
  is	
  actually	
  better	
  
framed	
  as	
  'experiment	
  fast.'	
  The	
  most	
  effective	
  innovators	
  
succeed	
  through	
  experimentation…by	
  stepping	
  out	
  of	
  the	
  
lab	
  and	
  interacting	
  directly	
  with	
  customers,	
  running	
  
thoughtful	
  experiments,	
  and	
  executing	
  them	
  quickly	
  to	
  
learn	
  quickly	
  what	
  works	
  and	
  what	
  doesn’t.”	
  
-­‐Victor	
  Lombardi	
  
It is failing quickly
55	
  
“How	
  little	
  design	
  can	
  I	
  do,	
  how	
  little	
  can	
  I	
  invest	
  in	
  
developing	
  the	
  thing	
  and	
  how	
  quickly	
  can	
  I	
  learn	
  
something	
  about	
  this	
  [so]	
  that	
  I	
  can	
  change	
  something	
  
immediately…and…do	
  it	
  different	
  or	
  better	
  the	
  next	
  time	
  
I	
  design?”	
  
-­‐Randy	
  Hunt	
  
It is failing safely
56	
  
It is failing smartly
“If	
  the	
  person	
  with	
  the	
  big	
  hunch	
  is	
  wrong	
  and	
  we	
  don’t	
  
find	
  out	
  till	
  after	
  the	
  money	
  is	
  gone,	
  then	
  we	
  have	
  failed	
  
…And	
  because	
  this	
  is	
  the	
  infancy	
  stage	
  of	
  our	
  product	
  
vision,	
  we	
  don’t	
  want	
  to	
  get	
  too	
  attached	
  to	
  any	
  ideas	
  –	
  
especially	
  without	
  proper	
  validation	
  that	
  real	
  customers	
  
will	
  really	
  want	
  our	
  solution.”	
  
-­‐Jaime	
  Levy	
  
57	
  
“Inexpensive	
  and	
  iterative	
  
prototyping	
  is	
  a	
  sure	
  fire	
  way	
  to	
  
save	
  time	
  and	
  money	
  during	
  
implementation...[and	
  user	
  
research]	
  should	
  help	
  you	
  
avoid	
  missing	
  the	
  mark	
  during	
  
product	
  or	
  service	
  creation	
  
which	
  could	
  [also]	
  save	
  
significant	
  amounts	
  of	
  money.”	
  
-­‐JD	
  Moore	
  
Why? To save resources
58	
  
Q: So, what does great
User Experience look like?
59	
  
It is grounded
Are	
  you	
  sure	
  you’re	
  
solving	
  real	
  problems	
  for	
  
real	
  people?	
  
Are	
  you	
  skeptical	
  and	
  
willing	
  to	
  test	
  key	
  
assumptions?	
  
60	
  
It is deliberate
Are	
  you	
  taking	
  steps	
  to	
  
make	
  sure	
  you’re	
  headed	
  
down	
  the	
  right	
  path?	
  
Are	
  you	
  investing	
  the	
  
right	
  amounts	
  of	
  time	
  
and	
  money?	
  
61	
  
It is iterative
Are	
  you	
  regularly	
  testing	
  
to	
  make	
  sure	
  it’s	
  on	
  the	
  
right	
  track?	
  
Are	
  you	
  using	
  test	
  
results	
  to	
  fix	
  things	
  and	
  
drive	
  improvements?	
  
62	
  
A: When the mindset is:
Q: So, what does great
User Experience look like?
Grounded•  Do	
  you	
  know	
  you’re	
  meeting	
  actual	
  needs	
  of	
  real	
  people?	
  
•  Do	
  you	
  use	
  data	
  to	
  test	
  key	
  assumptions/hypotheses?	
  
Deliberate•  Do	
  you	
  consider	
  all	
  possible	
  alternatives?	
  
•  Do	
  you	
  use	
  your	
  resources	
  efficiently?	
  
Iterative•  Do	
  you	
  use	
  assessment	
  wisely?	
  
•  Do	
  you	
  use	
  assessment	
  results	
  meaningfully?	
  
63	
  
64	
  
Ignorance is not bliss
Your	
  product	
  is	
  
delivering	
  an	
  
experience	
  
regardless	
  of	
  how	
  
much	
  time,	
  
energy,	
  and	
  
resources	
  you’re	
  
putting	
  into	
  
shaping	
  it.	
  
65	
  
It’s not one person’s job
“UX	
  is	
  not	
  the	
  responsibility	
  of	
  the	
  online	
  
team	
  or	
  the	
  marketing	
  department	
  alone…In	
  
a	
  digital	
  organization,	
  everyone	
  has	
  a	
  part	
  
to	
  play	
  in	
  the	
  shaping	
  of	
  an	
  experience.”	
  
-­‐	
  Simon	
  Norris	
  
66	
  
Embed UX in your DNA
“If	
  an	
  organization	
  truly	
  wants	
  to	
  
be	
  design-­‐centered,	
  they	
  need	
  to	
  
construct	
  a	
  reward	
  system	
  that	
  
puts	
  great	
  design	
  above	
  all	
  else…
[and	
  those]	
  rewards	
  are	
  built	
  into	
  
the	
  organization’s	
  DNA.”	
  
-­‐	
  Jared	
  Spool	
  
67	
  
is shared throughout the
entire organization
A: When the mindset of being:
Q: So, what does great
User Experience look like?
Grounded
Deliberate
Iterative
68	
  
Source:	
  Jared	
  Spool,	
  http://www.uie.com/articles/beyond_ux_tipping_point/	
  	
  
A UX Maturity Model
1 UX	
  Dark	
  Ages	
  
Focus	
  on	
  building	
  features,	
  not	
  UX;	
  build	
  poor	
  
designs	
  and	
  deliver	
  frustrating	
  experiences.	
  
2 Spot	
  UX	
  Projects	
  
Someone	
  did	
  some	
  unrelated	
  UX	
  projects,	
  but	
  
the	
  “fever”	
  didn’t	
  spread	
  beyond	
  the	
  manager.	
  
3 Serious	
  UX	
  
Investment	
  
Senior	
  management	
  devotes	
  resources	
  to	
  UX;	
  
design	
  begins	
  to	
  influence	
  early	
  decisions.	
  
4 Embedding	
  UX	
  
Into	
  Teams	
  
UX	
  people	
  are	
  embedded	
  in	
  teams	
  so	
  that	
  UX	
  is	
  
an	
  ongoing	
  concern	
  for	
  every	
  product/service.	
  
5 Integrated	
  UX	
  
and	
  Services	
  
UX	
  is	
  everywhere;	
  non-­‐digital	
  and	
  digital	
  teams	
  
work	
  together	
  to	
  provide	
  seamless	
  experiences.	
  
UX	
  Tipping	
  Point	
  
69	
  
Integration is like magic
“Park	
  Guests	
  use	
  the	
  Magic	
  Band	
  to	
  
gain	
  access	
  to	
  the	
  park,	
  get	
  in	
  
priority	
  queues	
  for	
  the	
  attractions,	
  
pay	
  for	
  their	
  purchases	
  at	
  the	
  
concession	
  stands,	
  and	
  even	
  get	
  
into	
  their	
  hotel	
  room…[but]	
  the	
  real	
  
achievement	
  of	
  the	
  Disney	
  Magic	
  
Band	
  is	
  the	
  transformation	
  the	
  
organization	
  has	
  gone	
  through	
  
to	
  make	
  it	
  work.”	
  
-­‐	
  Jared	
  Spool	
  
70	
  
From the top...
...and the bottom
Is	
  there	
  a	
  person	
  at	
  the	
  highest	
  
level	
  of	
  the	
  organization	
  who	
  
is	
  responsible	
  for	
  curating	
  
and	
  maintaining	
  a	
  holistic	
  
user-­‐,	
  business-­‐,	
  and	
  
technology-­‐appropriate	
  
experience?1	
  
	
  
See:	
  	
  
-­‐	
  Chief	
  Experience	
  Officer	
  (CXO)	
  
-­‐	
  VP	
  of	
  Experience	
  Design	
  
Do	
  you	
  have	
  a	
  team	
  of	
  skilled	
  
UX	
  professionals	
  who	
  value	
  
cross-­‐individual	
  skills	
  rather	
  
than	
  tightly	
  defined	
  roles,	
  are	
  
co-­‐located,	
  and	
  are	
  
motivated	
  to	
  improve?2	
  	
  
	
  
	
  
Skills	
  should	
  cover	
  interaction	
  
design,	
  information	
  architecture,	
  user	
  
research/usability,	
  and	
  visual	
  design.	
  
1	
  Lis	
  Hubert:	
  https://uxmag.com/articles/ux-­‐its-­‐time-­‐to-­‐define-­‐cxo	
  
2	
  Jared	
  Spool:	
  http://www.uie.com/articles/who_is_on_the_ux_team/	
  
71	
  
If it seems complicated...
72	
  It is
73	
  Which makes it messy
74	
  Why?
Pre-­‐historic	
  tools	
  weren’t	
  
really	
  designed–	
  they	
  
were	
  created	
  and	
  used.	
  
There	
  was	
  no	
  need	
  for	
  
testing	
  or	
  assessment.	
  
•  If	
  it	
  worked,	
  it	
  worked.	
  
•  If	
  it	
  didn’t,	
  it	
  was	
  thrown	
  
out	
  or	
  tweaked	
  until	
  it	
  
did.	
  
75	
  
Ancient History
Technology	
  became	
  more	
  
complex,	
  but	
  design	
  
stayed	
  (roughly)	
  the	
  
same.	
  
There	
  was	
  no	
  need	
  for	
  
testing	
  or	
  assessment.	
  
•  If	
  it	
  worked,	
  it	
  worked.	
  
•  If	
  it	
  didn’t,	
  it	
  was	
  thrown	
  
out	
  or	
  tweaked	
  until	
  it	
  
did.	
  
76	
  
Medieval & Industrial
77	
  
Before Computers
For	
  most	
  of	
  human	
  history,	
  
people	
  could	
  shape	
  and	
  tweak	
  
technology	
  to	
  fit	
  their	
  needs.	
  
	
  
No	
  testing	
  or	
  assessment	
  was	
  
needed.	
  
78	
  
After Computers
	
  
Everything	
  fell	
  apart.	
  
	
  
Early	
  computers	
  so	
  
complex,	
  users	
  were	
  
highly	
  trained	
  engineers.	
  
	
  
As	
  an	
  alternative	
  to	
  hand	
  
calculations,	
  they	
  had	
  to	
  
be	
  evaluated.	
  
	
  
Evaluation	
  was	
  about	
  
system	
  reliability:	
  how	
  
long	
  it	
  would	
  function	
  
without	
  failure.	
  	
   79	
  
1940s to 1950s
Smaller	
  and	
  less	
  
complicated	
  due	
  to	
  new	
  
input	
  methods:	
  punch	
  
cards,	
  light	
  guns,	
  and,	
  
eventually,	
  keyboards.	
  
	
  
Programming	
  languages	
  
allowed	
  you	
  to	
  tell	
  
computers	
  what	
  to	
  do.	
  
Users	
  shifted	
  from	
  
engineers	
  to	
  programmers	
  
and	
  computer	
  scientists.	
  	
  
80	
  
1950s to 1960s
Motivated	
  by	
  the	
  economic	
  
impacts,	
  evaluation	
  
determined	
  whether	
  
computers	
  were	
  actually	
  
providing	
  a	
  benefit.	
  
	
  
Focus	
  of	
  evaluation	
  shifted	
  
to	
  system	
  performance:	
  
how	
  quickly	
  the	
  system	
  
could	
  process	
  large	
  
amounts	
  of	
  data.	
  
Other	
  variables:	
  Processing	
  
speed,	
  throughput,	
  
turnaround,	
  availability.	
  	
   81	
  
1950s to 1960s
Batch-­‐processing	
  
machines	
  were	
  slowly	
  
replaced	
  by	
  time-­‐sharing	
  
systems,	
  which	
  were	
  
more	
  expensive	
  but	
  more	
  
efficient.	
  
	
  
For	
  the	
  first	
  time,	
  people	
  
were	
  using	
  computers	
  for	
  
non-­‐programming	
  tasks	
  
(e.g.,	
  text	
  editing).	
  
Users	
  were	
  no	
  longer	
  
trained	
  experts;	
  they	
  were	
  
non-­‐specialists.	
   82	
  
1960s to 1970s
Evaluation	
  became	
  
necessary	
  to	
  determine	
  
whether	
  using	
  a	
  computer	
  
would	
  actually	
  save	
  time	
  
for	
  these	
  users.	
  
	
  
Evaluation	
  shifted	
  to	
  focus	
  
on	
  user	
  performance:	
  
how	
  quickly	
  and	
  efficiently	
  
a	
  person	
  could	
  complete	
  
their	
  tasks.	
  
Metrics:	
  task	
  completion	
  
time,	
  error	
  rate,	
  ease	
  of	
  
learning,	
  etc.	
   83	
  
1960s to 1970s
84	
  
If we need to study users
	
  
Let’s	
  put	
  them	
  in	
  a	
  lab!	
  
	
  
The	
  GUI,	
  pioneered	
  by	
  
Xerox	
  and	
  perfected	
  and	
  
marketed	
  by	
  Apple,	
  led	
  to	
  
an	
  increase	
  in	
  the	
  number	
  
of	
  users	
  using	
  computers	
  to	
  
complete	
  everyday	
  work	
  
tasks.	
  
These	
  users	
  weren’t	
  willing	
  
to	
  read	
  user	
  manuals	
  or	
  sit	
  
through	
  training	
  sessions.	
  
Computer	
  systems	
  had	
  to	
  be	
  
used	
  by	
  anyone	
  with	
  minimal	
  
training	
  and	
  support.	
  
	
   85	
  
1970s to 1980s
Evaluation	
  efforts	
  began	
  to	
  
focus	
  on	
  usability:	
  how	
  
quickly	
  users	
  could	
  learn	
  
and	
  use	
  a	
  computer	
  to	
  
complete	
  tasks.	
  
Included	
  learnability	
  and	
  
ease	
  of	
  use	
  in	
  addition	
  to	
  
speed	
  and	
  efficiency.	
  
The	
  process	
  of	
  user-­‐
centered	
  design	
  was	
  
developed	
  as	
  a	
  way	
  of	
  
engineering	
  usability	
  into	
  
computer	
  systems.	
  
Usability	
  evaluation	
  was	
  a	
  
core	
  feature	
  of	
  this	
  process.	
  
86	
  
1970s to 1980s
Formal	
  methods	
  of	
  
usability	
  evaluation	
  were	
  
popularized	
  in	
  the	
  early	
  
1980s.	
  
E.g.,	
  usability	
  testing	
  with	
  
“think	
  aloud”	
  
In	
  the	
  1990s,	
  the	
  rise	
  of	
  
the	
  Web	
  increased	
  the	
  
visibility	
  of	
  usability	
  
testing	
  but	
  also	
  added	
  
more	
  challenges.	
  
New	
  “discount”	
  methods:	
  
walkthroughs	
  and	
  expert	
  
reviews.	
  
87	
  
1980s to 2000s
Personal	
  computing,	
  
social	
  computing,	
  mobile	
  
computing,	
  and	
  cloud	
  
computing	
  have	
  changed	
  
how,	
  where,	
  and	
  why	
  we	
  
use	
  computers.	
  
	
  
Task-­‐based	
  performance	
  
is	
  still	
  important,	
  but	
  
we’re	
  realizing	
  that	
  using	
  
a	
  computer	
  is	
  both	
  
cognitive	
  and	
  emotional.	
  
Shifting	
  from	
  usability	
  to	
  
user	
  experience.	
   88	
  
2000s to 2010s
Reliability	
  
System	
  
Performance	
  
User	
  	
  
Performance	
  
Usability	
  
User	
  
Experience	
  
1950	
   1960	
   1970	
   1980	
   1990	
   2000	
   2010	
  
89	
  
The Path to UX
There’s	
  no	
  single	
  
evaluation	
  that	
  captures	
  
all	
  of	
  UX.	
  
	
  
If	
  your	
  organization	
  has	
  a	
  
shared	
  mindset	
  that	
  is	
  
grounded,	
  deliberate,	
  
and	
  iterative,	
  you’re	
  
more	
  likely	
  to	
  design	
  
products	
  that	
  
consistently	
  provide	
  great	
  
experiences	
  for	
  your	
  
users.	
  
90	
  
Today
Key Lessons
Craig	
  M.	
  MacDonald,	
  Ph.D.	
  |	
  NYC	
  Media	
  Lab	
  Annual	
  Summit	
  |	
  September	
  25,	
  2015	
   91	
  
If	
  providing	
  quality	
  experiences	
  isn’t	
  
your	
  first	
  priority,	
  you’ll	
  lose.	
  1
There’s	
  no	
  such	
  thing	
  as	
  thinking	
  
about	
  UX	
  too	
  early	
  or	
  too	
  often.	
  2
Think	
  about	
  UX	
  as	
  an	
  outcome,	
  not	
  a	
  product	
  
Think	
  about	
  UX	
  as	
  a	
  mindset,	
  not	
  a	
  process	
  
Q & A
Ask	
  me	
  anything	
  
Thank you.
Craig	
  M.	
  MacDonald,	
  Ph.D.	
  
cmacdona@pratt.edu	
  
@CraigMMacDonald	
  
www.craigmacdonald.com	
  

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User Experience: The Great Differentiator

  • 1. User Experience The Great Differentiator Craig  M.  MacDonald,  Ph.D.   Pratt  Institute   September  25,  2015  
  • 2. About Me Full-­‐time  assistant  professor  in  the  School  of   Information  &  Library  Science  at  Pratt   Ph.D.  in  Human-­‐Computer  Interaction  from   Drexel  University   Developed  and  coordinate  UX  program  at   Pratt   Provide  UX  consulting  for  various   organizations,  from  cultural  heritage   institutions  to  start-­‐ups   Craig  M.  MacDonald,  Ph.D.  |  NYC  Media  Lab  Annual  Summit  |  September  25,  2015   2  
  • 3. Case Studies What  can  we  learn?  
  • 4. 4   #1 Due  to  issues  of  privacy  and   confidentiality,  case  study  details   have  been  omitted.  
  • 5. Key Lessons Craig  M.  MacDonald,  Ph.D.  |  NYC  Media  Lab  Annual  Summit  |  September  25,  2015   5   If  providing  quality  experiences  isn’t   your  first  priority,  you’ll  lose.  1 There’s  no  such  thing  as  thinking   about  UX  too  early  or  too  often.  2 Think  about  UX  from  the  product  perspective   Think  about  UX  from  the  process  perspective  
  • 6. 6   What does a great user experience look like? What does great User Experience look like? -­‐  and  -­‐   (product)   (process)  
  • 7. The Product Perspective What  does  a  great  user  experience  look  like?  
  • 8. 8   UX as a product “People  think  it’s  this   veneer  –  that  the   designers  are  handed   this  box  and  told,   ‘Make  it  look  good!’   That’s  not  what  we   think  design  is.  It’s  not   just  what  it  looks  like   and  feels  like.  Design   is  how  it  works.”   -­‐  Steve  Jobs   ?
  • 9. 9   “To  use  something  is  to   engage  with  it  through  our   senses,  our  minds,  our  hearts,   and  our  bodies…to  create  a   holistic,  cohesive,  experience.”   -­‐Jesse  James  Garret   UX is not a product
  • 10. 10   UX is an outcome You  can’t  design  an  experience.   You  can  only  design  for  an  experience.  
  • 11. 11   This is a product
  • 12. 12   This is an outcome
  • 13. 13   UX UIis     not  
  • 14. UX UIis     not   just ^ 14  
  • 15. 15   This is a product
  • 16. 16   This is an outcome
  • 17. This is a product 17  
  • 18. 18   This is an outcome
  • 19. 19   “User  Experience  is   just  a  sub-­‐category  of   experience,  focusing  on   a  particular  mediator  -­‐   namely  interactive   products...[Experience   Design]  is  the  question   of  how  to  deliberately   create  and  shape   experiences.”   -­‐  Marc  Hassenzahl   This is an experience
  • 20. 20   “If  ease  of  use  was  the   only  valid  criterion,   people  would  stick  to   tricycles  and  never  try   bicycles.”   -­‐  Douglas  Engelbart   An experience is holistic
  • 21. 21   “You  can't  experience   the  experience  until   you  experience  it.”   -­‐  Bill  Moggridge   An experience is specific
  • 22. 22   Context   Context   Context   Context   Context   Context   Context  Context  Context   Context   Context   Context   Context   Context matters
  • 23. 23   User   Task   Tool   Environment   Diagram  adapted  from  Shackel,  1991.   Context is everything* *Technically,  context  is  everything  that  matters  
  • 24. So, UX is a holistic, multi- faceted outcome resulting from an interaction with a product/service. We  can’t  design  the  experience.     We  can  only  design  the  product/service.   (which,  in  turn,  provides  the  experience)   24  
  • 25. The Perpetual Challenge of UX Craig  M.  MacDonald,  Ph.D.  |  NYC  Media  Lab  Annual  Summit  |  September  25,  2015   25   UX  is  the  intersection  of:   – The  user(s)     their  needs,  behaviors,  backgrounds,   expectations,  etc.   – Their  task(s)   what  users  are  trying  to  do   – Their  environment   where,  why,  and  how  users  are  trying  to   complete  their  task   – The  product/service  (i.e.,  tool)   what  users  need  to  use  to  complete  the   task(s)   Can’t  be   designed   Can  be   designed  
  • 26. 26   User   Task   Environment   “We  can  design  the  product  or  service...[but]  we  can  shape   neither  our  users’  expectations  nor  the  situation  in  which   they  use  what  we  have  designed.”   -­‐  Helge  Fredheim   What we can design: Tool  
  • 27. 27   “I  bet  a  lot  of  people  worked  really  hard  on  this  product,   so  I’ll  cut  them  some  slack  if  something  doesn’t  work   exactly  the  way  I  want  it  to  work.”   -­‐  Nobody,  ever   Users are demanding
  • 28. 28   “This  product  doesn’t  provide  a  good  user  experience,   but  that’s  OK  –  I’ll  still  keep  coming  back  to  it  because   there’s  no  where  else  I  can  go  to  get  what  I  need.”   -­‐  Nobody,  ever   Users are fickle
  • 29. 29   Q: So, what does a great user experience look like?
  • 30. 30   It is useful It  fits  the  user’s  context;   it  addresses  a  need  that   actually  exists   It  works;  it  helps  users   do  something  they  need   to  do  
  • 31. 31   It is usable It  is  easy  to  learn;  users   can  figure  out  what  it   does  and  how  it  works   It  is  easy  to  use;  users   can  do  things  quickly   and  without  frustration  
  • 32. 32   It is desirable It  is  appealing;  it  is   attractive  and  looks  like   something  users  want   It  is  engaging;  users   have  positive  memories   from  using  it  
  • 33. 33   A: When the product/service is: Q: So, what does a great user experience look like? Useful•  Does  it  match  users’  needs?   •  Does  it  actually  work?   Usable•  Is  it  easy  to  learn?   •  Is  it  easy  to  use?   Desirable•  Is  it  appealing?   •  Is  it  engaging?  
  • 34. 34  
  • 35. 35   Time matters Every  interaction   takes  place  at  a   certain  point  in   time,  in  a  certain   context,  and  with   the  intention  of   meeting  a  specific   need.  
  • 36. 36   Touchpoints & Channels “[UX  is]  designing  for  all  the   touchpoints  a  person  has   with  a  business  regardless  of   channel.”   -­‐  Nick  Finck  
  • 37. 37  
  • 38. 38   Useful Usable Desirable Consistently Seamlessly Contextually ...across every touchpoint A: When the product/service is: Q: So, what does a great user experience look like?
  • 39. 39   Useful Usable Desirable Consistently Seamlessly Contextually ...across every touchpoint A: When the product/service is: Q: So, what does a great user experience look like?
  • 40. 40   Useful Usable Desirable Consistently Seamlessly Contextually ...across every touchpoint A: When the product/service is: Q: So, what does a great user experience look like?
  • 41. The Process Perspective What  does  great  User  Experience  look  like?  
  • 42. 42   UX as a process “Great  user  experience   is  about  translating   user  goals  and   business  needs  into   compelling  stories”   -­‐  Patrick  Neeman   ?
  • 43. 43    1  Computer  designed  by  buzzyrobot  from  the  thenounproject.com   What we design
  • 44. 44    1  Computer  designed  by  buzzyrobot  from  the  thenounproject.com   2  Watch  designed  by  la-­‐fabrique-­‐créative  from  the  thenounproject.com   3  Check-­‐List  designed  by  Arthur  Shlain  from  the  thenounproject.com   How we design Create   What we do to learn Research   What we do to measure Assess   What we make
  • 45. 45   UX is not just a process “[UX]  strategy  is  about  uncovering  the  key   challenges  in  a  situation  and  devising  a   way  of  coordinating  effort  to  overcome   them  for  a  desired  outcome.”   -­‐Jim  Kalbach  
  • 46. 46   UX is a mindset You  can’t  just  follow  a  series  of  steps.   It’s  an  approach;  a  way  of  thinking.  
  • 47. 47   This is a process Sketch   Wireframe   Prototype   Develop   Create   Plan   Measure   Analyze   Report   Assess  Research   Plan   Gather   Analyze   Report  
  • 48. 48   This is a mindset Sketch   Wireframe   Prototype   Develop   Create   Plan   Measure   Analyze   Report   Assess  Research   Plan   Gather   Analyze   Report   Asking  the  right   question(s)  at  the   right  time   Making  the  right   stuff,  with  the   right  amount  of   detail   Collecting  data  to   confirm  you’re   making  the  right   stuff  
  • 51. 51   “…an  approach  that  puts  human  needs,   capabilities,  and  behavior  first,  then  designs  to   accommodate  those  needs,  capabilities,  and  ways   of  behaving.”   -­‐  Don  Norman   It is human-centered
  • 52. 52   “Enlightened  trial  and  error   succeeds  over  the  planning  of   the  lone  genius.”   -­‐Peter  Skillman  (IDEO)   It is planned
  • 53. 53   “[UX]  is  a  practice  that,  when   done  empirically,  provides  a   much  better  chance  of  a   successful  digital  product   than  just  crossing  your   fingers,  designing  some   wireframes,  then  writing  a   bunch  of  code.”   -­‐Jaime  Levy   It is de-risking
  • 54. 54   “I  think  the  overt  message  of  'fail  fast'  is  actually  better   framed  as  'experiment  fast.'  The  most  effective  innovators   succeed  through  experimentation…by  stepping  out  of  the   lab  and  interacting  directly  with  customers,  running   thoughtful  experiments,  and  executing  them  quickly  to   learn  quickly  what  works  and  what  doesn’t.”   -­‐Victor  Lombardi   It is failing quickly
  • 55. 55   “How  little  design  can  I  do,  how  little  can  I  invest  in   developing  the  thing  and  how  quickly  can  I  learn   something  about  this  [so]  that  I  can  change  something   immediately…and…do  it  different  or  better  the  next  time   I  design?”   -­‐Randy  Hunt   It is failing safely
  • 56. 56   It is failing smartly “If  the  person  with  the  big  hunch  is  wrong  and  we  don’t   find  out  till  after  the  money  is  gone,  then  we  have  failed   …And  because  this  is  the  infancy  stage  of  our  product   vision,  we  don’t  want  to  get  too  attached  to  any  ideas  –   especially  without  proper  validation  that  real  customers   will  really  want  our  solution.”   -­‐Jaime  Levy  
  • 57. 57   “Inexpensive  and  iterative   prototyping  is  a  sure  fire  way  to   save  time  and  money  during   implementation...[and  user   research]  should  help  you   avoid  missing  the  mark  during   product  or  service  creation   which  could  [also]  save   significant  amounts  of  money.”   -­‐JD  Moore   Why? To save resources
  • 58. 58   Q: So, what does great User Experience look like?
  • 59. 59   It is grounded Are  you  sure  you’re   solving  real  problems  for   real  people?   Are  you  skeptical  and   willing  to  test  key   assumptions?  
  • 60. 60   It is deliberate Are  you  taking  steps  to   make  sure  you’re  headed   down  the  right  path?   Are  you  investing  the   right  amounts  of  time   and  money?  
  • 61. 61   It is iterative Are  you  regularly  testing   to  make  sure  it’s  on  the   right  track?   Are  you  using  test   results  to  fix  things  and   drive  improvements?  
  • 62. 62   A: When the mindset is: Q: So, what does great User Experience look like? Grounded•  Do  you  know  you’re  meeting  actual  needs  of  real  people?   •  Do  you  use  data  to  test  key  assumptions/hypotheses?   Deliberate•  Do  you  consider  all  possible  alternatives?   •  Do  you  use  your  resources  efficiently?   Iterative•  Do  you  use  assessment  wisely?   •  Do  you  use  assessment  results  meaningfully?  
  • 63. 63  
  • 64. 64   Ignorance is not bliss Your  product  is   delivering  an   experience   regardless  of  how   much  time,   energy,  and   resources  you’re   putting  into   shaping  it.  
  • 65. 65   It’s not one person’s job “UX  is  not  the  responsibility  of  the  online   team  or  the  marketing  department  alone…In   a  digital  organization,  everyone  has  a  part   to  play  in  the  shaping  of  an  experience.”   -­‐  Simon  Norris  
  • 66. 66   Embed UX in your DNA “If  an  organization  truly  wants  to   be  design-­‐centered,  they  need  to   construct  a  reward  system  that   puts  great  design  above  all  else… [and  those]  rewards  are  built  into   the  organization’s  DNA.”   -­‐  Jared  Spool  
  • 67. 67   is shared throughout the entire organization A: When the mindset of being: Q: So, what does great User Experience look like? Grounded Deliberate Iterative
  • 68. 68   Source:  Jared  Spool,  http://www.uie.com/articles/beyond_ux_tipping_point/     A UX Maturity Model 1 UX  Dark  Ages   Focus  on  building  features,  not  UX;  build  poor   designs  and  deliver  frustrating  experiences.   2 Spot  UX  Projects   Someone  did  some  unrelated  UX  projects,  but   the  “fever”  didn’t  spread  beyond  the  manager.   3 Serious  UX   Investment   Senior  management  devotes  resources  to  UX;   design  begins  to  influence  early  decisions.   4 Embedding  UX   Into  Teams   UX  people  are  embedded  in  teams  so  that  UX  is   an  ongoing  concern  for  every  product/service.   5 Integrated  UX   and  Services   UX  is  everywhere;  non-­‐digital  and  digital  teams   work  together  to  provide  seamless  experiences.   UX  Tipping  Point  
  • 69. 69   Integration is like magic “Park  Guests  use  the  Magic  Band  to   gain  access  to  the  park,  get  in   priority  queues  for  the  attractions,   pay  for  their  purchases  at  the   concession  stands,  and  even  get   into  their  hotel  room…[but]  the  real   achievement  of  the  Disney  Magic   Band  is  the  transformation  the   organization  has  gone  through   to  make  it  work.”   -­‐  Jared  Spool  
  • 70. 70   From the top... ...and the bottom Is  there  a  person  at  the  highest   level  of  the  organization  who   is  responsible  for  curating   and  maintaining  a  holistic   user-­‐,  business-­‐,  and   technology-­‐appropriate   experience?1     See:     -­‐  Chief  Experience  Officer  (CXO)   -­‐  VP  of  Experience  Design   Do  you  have  a  team  of  skilled   UX  professionals  who  value   cross-­‐individual  skills  rather   than  tightly  defined  roles,  are   co-­‐located,  and  are   motivated  to  improve?2         Skills  should  cover  interaction   design,  information  architecture,  user   research/usability,  and  visual  design.   1  Lis  Hubert:  https://uxmag.com/articles/ux-­‐its-­‐time-­‐to-­‐define-­‐cxo   2  Jared  Spool:  http://www.uie.com/articles/who_is_on_the_ux_team/  
  • 71. 71   If it seems complicated...
  • 73. 73  Which makes it messy
  • 75. Pre-­‐historic  tools  weren’t   really  designed–  they   were  created  and  used.   There  was  no  need  for   testing  or  assessment.   •  If  it  worked,  it  worked.   •  If  it  didn’t,  it  was  thrown   out  or  tweaked  until  it   did.   75   Ancient History
  • 76. Technology  became  more   complex,  but  design   stayed  (roughly)  the   same.   There  was  no  need  for   testing  or  assessment.   •  If  it  worked,  it  worked.   •  If  it  didn’t,  it  was  thrown   out  or  tweaked  until  it   did.   76   Medieval & Industrial
  • 77. 77   Before Computers For  most  of  human  history,   people  could  shape  and  tweak   technology  to  fit  their  needs.     No  testing  or  assessment  was   needed.  
  • 78. 78   After Computers   Everything  fell  apart.    
  • 79. Early  computers  so   complex,  users  were   highly  trained  engineers.     As  an  alternative  to  hand   calculations,  they  had  to   be  evaluated.     Evaluation  was  about   system  reliability:  how   long  it  would  function   without  failure.     79   1940s to 1950s
  • 80. Smaller  and  less   complicated  due  to  new   input  methods:  punch   cards,  light  guns,  and,   eventually,  keyboards.     Programming  languages   allowed  you  to  tell   computers  what  to  do.   Users  shifted  from   engineers  to  programmers   and  computer  scientists.     80   1950s to 1960s
  • 81. Motivated  by  the  economic   impacts,  evaluation   determined  whether   computers  were  actually   providing  a  benefit.     Focus  of  evaluation  shifted   to  system  performance:   how  quickly  the  system   could  process  large   amounts  of  data.   Other  variables:  Processing   speed,  throughput,   turnaround,  availability.     81   1950s to 1960s
  • 82. Batch-­‐processing   machines  were  slowly   replaced  by  time-­‐sharing   systems,  which  were   more  expensive  but  more   efficient.     For  the  first  time,  people   were  using  computers  for   non-­‐programming  tasks   (e.g.,  text  editing).   Users  were  no  longer   trained  experts;  they  were   non-­‐specialists.   82   1960s to 1970s
  • 83. Evaluation  became   necessary  to  determine   whether  using  a  computer   would  actually  save  time   for  these  users.     Evaluation  shifted  to  focus   on  user  performance:   how  quickly  and  efficiently   a  person  could  complete   their  tasks.   Metrics:  task  completion   time,  error  rate,  ease  of   learning,  etc.   83   1960s to 1970s
  • 84. 84   If we need to study users   Let’s  put  them  in  a  lab!    
  • 85. The  GUI,  pioneered  by   Xerox  and  perfected  and   marketed  by  Apple,  led  to   an  increase  in  the  number   of  users  using  computers  to   complete  everyday  work   tasks.   These  users  weren’t  willing   to  read  user  manuals  or  sit   through  training  sessions.   Computer  systems  had  to  be   used  by  anyone  with  minimal   training  and  support.     85   1970s to 1980s
  • 86. Evaluation  efforts  began  to   focus  on  usability:  how   quickly  users  could  learn   and  use  a  computer  to   complete  tasks.   Included  learnability  and   ease  of  use  in  addition  to   speed  and  efficiency.   The  process  of  user-­‐ centered  design  was   developed  as  a  way  of   engineering  usability  into   computer  systems.   Usability  evaluation  was  a   core  feature  of  this  process.   86   1970s to 1980s
  • 87. Formal  methods  of   usability  evaluation  were   popularized  in  the  early   1980s.   E.g.,  usability  testing  with   “think  aloud”   In  the  1990s,  the  rise  of   the  Web  increased  the   visibility  of  usability   testing  but  also  added   more  challenges.   New  “discount”  methods:   walkthroughs  and  expert   reviews.   87   1980s to 2000s
  • 88. Personal  computing,   social  computing,  mobile   computing,  and  cloud   computing  have  changed   how,  where,  and  why  we   use  computers.     Task-­‐based  performance   is  still  important,  but   we’re  realizing  that  using   a  computer  is  both   cognitive  and  emotional.   Shifting  from  usability  to   user  experience.   88   2000s to 2010s
  • 89. Reliability   System   Performance   User     Performance   Usability   User   Experience   1950   1960   1970   1980   1990   2000   2010   89   The Path to UX
  • 90. There’s  no  single   evaluation  that  captures   all  of  UX.     If  your  organization  has  a   shared  mindset  that  is   grounded,  deliberate,   and  iterative,  you’re   more  likely  to  design   products  that   consistently  provide  great   experiences  for  your   users.   90   Today
  • 91. Key Lessons Craig  M.  MacDonald,  Ph.D.  |  NYC  Media  Lab  Annual  Summit  |  September  25,  2015   91   If  providing  quality  experiences  isn’t   your  first  priority,  you’ll  lose.  1 There’s  no  such  thing  as  thinking   about  UX  too  early  or  too  often.  2 Think  about  UX  as  an  outcome,  not  a  product   Think  about  UX  as  a  mindset,  not  a  process  
  • 92. Q & A Ask  me  anything  
  • 93. Thank you. Craig  M.  MacDonald,  Ph.D.   cmacdona@pratt.edu   @CraigMMacDonald   www.craigmacdonald.com