Process and design articles, reports, infographics, and podcasts almost universally discuss the best projects, the ideal cases, and our favorite ways of working. But many of us don’t work within ideal environments. In the last edition of Ask UXmatters, “Prioritizing Parts of a Design Project,” a reader asked what to do when you’ve come late to a project, find there’s no time or budget to make maximal UX impact, the team expects you to just design the user interface (UI), or you run into technical limitations or political resistance to change?
I realized that I had a lot more to say on that subject than I could share there. Also, I often get such questions or, in my consulting work, must help teams by answering exactly this question. Unfortunately, there’s no one clever trick that can solve every problem and every organization is different. Nevertheless, here are some tactics that have worked well for me, which you can apply in your work—as well as some pitfalls to look out for when you have to work on quick-and-dirty design. Read More
This month, the Ask UXmatters expert panel considers how best to make user research relevant to the company vision and integrate the learnings from research into product and corporate strategy. Key discussion points include making user research part of the product design and development lifecycle from the beginning of a project and establishing a clear connection between user research and product and corporate strategy.
Our experts also discuss the value of aligning on a shared vision and strategy that have user research at their foundation, our ability to influence corporate strategy, as well as the importance of getting out of our silos and involving key stakeholders throughout the user-research process to prevent their perceiving user research as a phase that is separate from the rest of product development. Finally, our experts describe how to become strategic and consider the benefits of having a C-level leader—or at least someone in a very senior position—oversee User Experience. Read More
When information architecture (IA) arrived on the scene in the late 1990s, it brought attention to an aspect of user-interface design that was then only marginally understood: structure. The need to focus on structure is still a significant concern—especially in environments of large scale and complexity.
Digital product and services organizations and large institutions regularly fall short of their desired goals because their user interfaces lack sufficient structure. With today’s complex landscape of human-digital experiences, it is necessary to be mindful of the importance of structure—and its relationship to the practice of information architecture. Read More