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Make Your UX Design Process Agile Using Google’s Methodology

In an age of tight resources and constrained finances companies are more reluctant than ever to commit to big design projects without a thorough understanding of their chances of success. Google has developed a methodology to make the design process fast and still offer valuable insight. Forget minimum viable products and focus on prototypes and build and test in a week!

The Google Design Sprint Process operates in a 5 phase process. Each phase takes approximately 1 day to perform (8 hours) and all 5 phases take approximately 40 hours to execute in full.

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UX Central Live from UX Cape Town 2016

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Conversational Interface Is the New Face of Your Apps

Tech giants like Facebook, Google, and Baidu know that people aren’t filling their devices with apps anymore. Just 35 percent of smartphone users download a single app in an average month, and the average app loses 90 percent of its daily active users within 30 days of release.

While it might be fun to slice fruit or slingshot cartoon birds while waiting for the bus, these apps can’t offer the frictionless experience users crave. Consumers want a new, on-demand kind of app: one clad in a conversational interface, ready to serve, and capable of complex actions.


Want to check your flight status, book an Uber for when you land, and schedule your meetings for that afternoon? You could download and learn to navigate three new apps — or you could type your request to an app using Facebook’s new virtual assistant, M, and be greeted by a familiar, intuitive interface. From within Facebook Messenger — an app that 900 million people already use — M promises nearly wide-open functionality. By choosing M, you avoid toggling among apps and have a single transaction record for purchases. Furthermore, there’s no need to download a new app if you fly with another carrier in the future.

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Making a strong business case for the ROI of UX

User Experience has a long history of being measurable and showing return on investment (ROI). This has even been true when ROI is often tricky to measure itself. A recent seminar we gave on the ROI of User Centered Design (archive available for playback) revealed some ROI of UX statistics that should be of value to anyone needing to justify the business case for UX. Highlights from the seminar and more are found in the infographic, Making a Strong Business case for the ROI of UX:

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Presumptive Design: Design Research Through the Looking Glass

You’re on a project team. The team has just formed, so you haven’t done any user research, but various internal stakeholders already strongly feel they know what the solution should be. They’re wrong, of course, but how can you dissuade them from believing in their assumptions and ideas? You could protest, stressing the need for up-front user research, but that would generate thrash.

You could wait until you’ve prototyped something, then have the stakeholders watch usability testing with users, but the time that would take would likely be too much of an investment—especially given how early in the development cycle it is and how little there is to go on.

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UX Central Weekly #9

This week Laura Klein talks about Predictive Personas, an interesting way of looking at what the actual role of personas should be. She says that traditionally we ask “If I interviewed a user, would this persona describe her?” when we should be asking “If I found a person like this, would she become a user?”

A predictive persona is a tool that allows you to validate whether you can accurately identify somebody who will become a customer, which is an incredibly useful thing to be able to do when you’re looking for new users or designing for current ones. If you can create a predictive persona, it means you truly know not just what your users are like, but the exact factors that make it likely that a person will become and remain a happy customer. In theory, personas should let us better understand our real users, spread that knowledge throughout the entire company, and help everybody on the team make smarter, more human-centred product decisions.

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The Data-Informed Customer Journey

In actuality, most people spend most of their time on Web sites and apps other than those our organizations have created, and we may not know much about what those experiences are really like. However, your organization can map the customer journey.

There is no one right way to map a customer journey. Journey mapping can mean defining an ideal path that we’d like customers to take. Sometimes it means seeking a more nuanced understanding of what people do on a Web site. Less often, we look at an experience globally, mapping touch points for a product or brand, both online and offline.

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Why the Confirm Password Field Must Die

Sign up forms are the trickiest web pages to design. Including and excluding certain form elements affects the conversion rate. The designer’s job is to figure out which elements they should include or exclude.

Confirm Password Fields Lower Conversion Rate

Many think the confirm password field is necessary to include when creating a password. This is because a password field masks the user’s input. If users mistype their password, they won’t recognize it. The confirm password catches typos by prompting users to type their password twice.

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5 Methods For Innovation You Should Try with Your Team

Benjamin Franklin once said: “Tell me and I forget, teach me and I may remember, involve me and I learn.”

At the SAP Design & Co-Innovation Center (DCC) we frequently organize something called “Method Mondays,” a regular one-hour meeting series in which the team members share, practice, and test different methods to support our design work.

Here are the five most-effective methods we’ve found thus far.

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UX And Culture: Bridging The Gap In Six Strides

UX Designers — know this: culture affects an individual’s perception of usability. As obvious as it may seem, many UX Designers fall victim to the impression that users are culturally homogenous (from the same background). Such an assumption can prove to be detrimental to the success of even the most effective UX Design efforts.

Understanding this concept may require UX Designers to take a step back and reevaluate what makes a product or design usable. Contemporary and generally accepted practices, as they are taught in the United States, may not be applicable in other countries. This is due to the effect of culture on the perception of usability.

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